CSR Report 2007 (Full Download)

Transcription

ABOUT THE COVER
The Toray Mishima Plant Forest
In the autumn of 1973, 4,000 Toray employees
kicked off the company’ s project to create a
forest reserve in the area surrounding the
Mishima Plant by collecting fallen acorns from
area temples, shrines and mountains.
Under the guidance of Yokohama National
University bioecologist Professor Akira Miyawaki
(now professor emeritus), the acorns they gathered were raised to seedlings at each workplace
and then planted by the employees themselves.
Miyawaki argues that indigenous plant species
are best able to survive and prosper even when
earthquakes, fires or landslides bring difficult
conditions—that the ancient groves of trees
remaining at temples and shrines around the
country are Japan’ s true botanical heritage,
capable of covering the earth even without
excessive human intervention.
Today, over thirty years later, the laurel,
camphor, white oak and other trees that were
planted have grown into a magnificent grove
covering more than 10,000 square meters.
Toray’s 13 offices and plants including the
Mishima Plant, have worked towards environmental preservation through their contributions
to the afforestation of approximately 190,000
square meters in total, using methods akin to
that of the ancient groves.
Toray Industries, Inc.
Nihonbashi Mitsui Tower
1-1 Nihonbashi-Muromachi 2-chome,
Chuo-ku, Tokyo 103-8666, JAPAN
Telephone: 81 (3) 3245-5111
Telephone: 81 (3) 3245-5115 (Product Information)
Facsimile: 81 (3) 3245-5054
The information in this report is available on our website:
http://www.toray.com
Contact: CSR Operations Department
Telephone: 81 (3) 3245-5143
Facsimile: 81 (3) 3245-5134
Issued: December 2007
Next scheduled issue: December 2008
Dow Jones Sustainability World Index comprises more than 300
companies around the world that represent the top 10% of
leading companies committed to sustainability.
MS-SRI, the Morningstar Socially Responsible Investment Index,
tracks the share performance of 150 selected Japanese companies
based on their commitment to CSR.
The KLD Global Climate 100SM Index is made up of companies
that are leaders in providing solutions to global warming and
offsetting its long-term effects.
This document is printed on 70% recycled paper with low volatile
organic compound soy ink using Toray Waterless Plates,
planographic printing plates that require no dampening water
containing isopropyl or alkaline developers.
Toray Group CSR REPORT 2007
An Indigenous Forest Raised from Acorns—
Contents
02
03
04
Corporate Slogan and Management Philosophy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Contents and Editorial Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Message from the President . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
■Toray Group Overview
Business Activities: Through the Practice of Innovation . . . . . . . . . . . . . . . . . . . . . . . . . .
History: Toray’s 80 Years and Innovation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Product Areas: Toray Products, Surprisingly Nearby . . . . . . . . . . . . . . . . . . . . . . . . . . . .
The thinking behind our corporate slogan
06
08
10
Having marked the 80th anniversary of our founding in 2006, we at Toray Group believe that building a
stronger management foundation and continuing to evolve through continuous innovation is
increasingly important to enable us to achieve sustainable growth, at the same time as we are continuing to adapt quickly to changes in the external environment.
As we pursue new approaches, strategies and bold policies, we look to continue on our path of
dynamic evolution and sustainable growth based on the keyword “Innovation.” Toray Group
incorporated these ambitions into a new long-term corporate vision called “AP-Innovation TORAY
21” that was launched in April 2006. The plan adopts “Innovation by Chemistry” as our corporate
slogan and leads the Group to becoming “a global top company of advanced materials” within 10
years by pursuing technological innovation with “Chemistry” as the its core.
We will rise to the challenge of “Innovation” not only in technology, but also in every aspect of
our corporate activities as we realize our corporate philosophy of “contributing to society through the
creation of new values with innovative ideas, technologies and products” by putting the ideal of
“Innovation” into practice.
Management Philosophy
Corporate Philosophy
Contributing to society through the creation
of new value with innovative ideas,
technologies and products
Corporate Guiding Principles
• Safety and Environment
Placing top priority on safety, accident prevention and
environmental preservation, ensuring the safety and health of our
employees, our customers and local communities, and actively
promoting environmental preservation
• Ethics and Fairness
Corporate Missions
•For our customers
To provide new value to our customers through high-quality
products and superior services
• For our employees
To provide our employees with opportunities for self
development in a challenging environment
• For our shareholders
To provide our shareholders with dependable and trustworthy
management
• For society
To establish ties and develop mutual trust as a responsible
corporate citizen
Obtaining the trust of society and meeting the expectations by
acting fairly while maintaining high ethical standards and a strong
sense of responsibility and maintaining transparency in
management
• Customer-focus
Providing customers with new values and solutions, and achieving
sustainable growth together
• Innovation
Achieving continuous innovation in all corporate activities, and
aiming for dynamic evolution and growth
• Fieldwork and Initiative
Strengthening fieldwork abilities and initiative, the foundations of
our corporate activities, through consistently learning from one
another and constant self-driven efforts
• Global Competitiveness
Pursuing competitiveness through global top quality standards and
cost management, and achieving growth and expansion in the
global marketplace
• Global Coalition
Developing global coalition through integrated internal linkages
and strategic alliances with external parties
• Emphasis on Human Resources
Providing an environment where employees find value in their
work, and building positive, energetic relationships between
people and the organization
(Adopted April 1995)
■CSR Activity Highlights
Action on Global Warming Initiatives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Activities for Overcoming Water Resource Issues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Pursing the Advancement of Women and Work-life Balance . . . . . . . . . . . . . . . . . . . . .
Toray Group CSR: Today and Tomorrow . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
■CSR Guideline 1
Basic Policy & Enhance Corporate Governance and
Management Transparency . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
■CSR Guideline 2
Uphold Corporate Ethics and Comply with Laws and Regulations . . . . . . . . . . . . . . . . . .
■CSR Guideline 3
Emphasize Safety, Accident Prevention, and Environmental Preservation . . . . . . . . . .
■CSR Guideline 4
Ensure Product Safety and Quality . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
■CSR Guideline 5
Perform Risk Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
■CSR Guideline 6
Promote Dialogue with Stakeholders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
■CSR Guideline 7
Step Up Environmental and Recycling Efforts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
■CSR Guideline 8
Secure and Train Personnel and Promote Human Rights . . . . . . . . . . . . . . . . . . . . . . . . .
■CSR Guideline 9
Cooperate with Suppliers in their Environmental and Social Initiatives . . . . . . . . . . . . .
■CSR Guideline 10
Pursue Social Initiatives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Environmentally Friendly Products and Technologies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Environmental Impact Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Chemical Substance Emissions and Transfer Data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Environmental Data for 12 Toray Plants . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
External Commendations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
External Evaluation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Third Party Comments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Global Reporting Initiative Guidelines Reference Chart . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Chronology of CSR Initiatives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
12
14
16
18
Companies Covered in this
Environmental-related Report
The environmental reporting in this CSR Report
covers Toray Industries, Inc., as well as Toray
Group manufacturing companies in Japan and
overseas that conduct safety, health, accident
prevention, and environmental audits. Safety
data not only include the manufacturing companies listed below but also non-manufacturing
companies. Statistics are presented for Toray
Industries, Inc. as well as 62 Japanese subsidiaries and affiliates and 33 overseas subsidiaries and affiliates.
Japanese Subsidiaries and
Affiliates 26 Companies
Du Pont-Toray Co., Ltd.
Opelontex Co., Ltd.
Ogaki Fuso Spinning Co., Ltd.
Toray Textiles, Inc.
Inami Textiles, Inc.
Matsumoto Textiles Co., Ltd.
Toray Coatex Co., Ltd.
Towa Orimono Co., Ltd.
Toray Monofilament Co., Ltd.
Toyo Tire Cord Co., Ltd.
Toyo Flocking Co., Ltd.
Maruichi Fiber Co., Ltd.
Sowa Textile Co., Ltd.
Toyo Plastic Seiko Co., Ltd.
Toray PEF Products Inc.
Toray Advanced Film Co.,
Ltd.
Dow Corning Toray Co., Ltd.
Toray Fine Chemicals Co.,
Ltd.
Soda Aromatic Co., Ltd.
Toray ACE Co., Ltd.
Toray Engineering Co., Ltd.
Toray Precision Co., Ltd.
Suido Kiko Kaisha, Ltd.
Toray Medical Co., Ltd.
Toray Research Center, Inc.
Toyo Jitsugyo Co., Ltd.
Overseas Subsidiaries and
Affiliates 29 Companies
Toray Plastics (America), Inc.
Toray Resin Co.
Toray Carbon Fibers America, Inc.
Toray Composites (America), Inc.
Toray Fluorofibers (America), Inc.
Toray Textiles Europe Ltd.
Alcantara S.p.A.
Toray Textiles Central Europe s.r.o.
Toray Plastics Europe S.A.
Société des Fibres de Carbone S.A.
P.T. Acryl Textile Mills
P.T. Century Textile Industry Tbk
P.T. Easterntex
P.T. Indonesia Synthetic Textile Mills
P.T. Indonesia Toray Synthetics
Luckytex (Thailand) Public Co., Ltd.
Thai Toray Textile Mills Public Co., Ltd.
Thai Toray Synthetics Co., Ltd.
Penfabric Sdn. Berhad
Penfibre Sdn. Berhad
Toray Plastics (Malaysia) Sdn. Berhad
Toray Fibers (Nantong) Co., Ltd.
Toray Sakai Weaving & Dyeing (Nantong) Co., Ltd.
Toray Fibers & Textiles Research Laboratories (China)
Co., Ltd.
TALTEX (Zhuhai) Ltd.
Toray Plastics (Shenzhen) Ltd.
Toray Film Products (Zhongshan) Ltd.
Toray Sanko Precision (Zhongshan) Ltd.
Toray Saehan Inc. (Korea)
Throughout this report an asterisk (*) is used to indicate a
registered trademark of Toray Industries, Inc. or member
company of Toray Group.
20
22
24
36
38
40
44
48
52
54
56
58
59
60
62
64
65
66
67
Editorial Policy
In 2003, Toray Group created the CSR Committee and formulated a three-year CSR road map. In December 2004, the
CSR Committee drew up the Group’s CSR Guidelines and created respective Action Programs. Since then, CSR Reports
are published annually to review CSR activities and initiatives in accordance with the ten guidelines.
As part of an effort to rise to the challenge of “Innovation” in every domain of our corporate activities, Toray
Group is pursuing “CSR Innovation” as a priority management issue. For these reasons, this Report incorporates
“Innovation” as one of its themes in describing progress in Toray Group’s CSR activities.
Report coverage
Environmental content:
Toray and 55 manufacturing subsidiaries and affiliates that conduct safety, health, accident prevention, and environmental audits as listed
to the left (a total of 56 companies)
Social content:
Primarily Toray, with coverage of subsidiaries and affiliates according to the status of their initiatives in various areas
Economic content:
Toray and 242 consolidated companies (a total of 243 companies)
Target period
FY 2006 (April 1, 2006, to March 31, 2007)
This Report also includes more recent information up to June 2007.
Reference guidelines
Environmental Reporting Guidelines (2003 Edition), published by Japan’s Ministry of the Environment
Sustainability Reporting Guidelines 2002, issued by the Global Reporting Initiative
This Report complies with the Japan Responsible Care Council’s Responsible Care Code.
2-3
Message from the President
Through “Innovation,” Toray Group strives to
high value to all stakeholders by playing a
Introduction
In 1926, Toray was originally founded under the name Toyo
Rayon as a manufacturer of the synthetic fiber viscous
rayon. We celebrated our 80th anniversary in 2006.
Since our founding, our corporate culture has been
forged under the concept of “Safety First” along with the
fundamental philosophy of “aiming for strength and discipline, we place importance on the development of our
human resources and our contribution to society,” reflecting our tradition of “R&D-centered management” and
“management with a pioneering spirit.”
This management philosophy bore fruit in the commercialization of the three major synthetic fibers of nylon, polyester, and acrylic. Since 1970, when the company name was
changed to Toray, we have progressively expanded operations to include plastic resins, films, and chemical products,
as well as carbon fiber composite materials, IT-related products, pharmaceuticals and medical products, water treatment, and more.
Using History and
Experience as Assets
As Toray Group looks toward the future, our history and
experience provide numerous assets to be deployed and utilized. One of these is our “power of know-how accumulated
in the workplace” in R&D, manufacturing technologies, and
marketing and sales; another is our “power of management” with a high degree of flexibility to adapt to changing
times to promote greater progress.
One form taken by this “power of know-how accumulated in the workplace” is the core technology cultivated by
the business of synthetic fibers, which are organic synthetic
chemistry, polymer chemistry, and biotechnology.
Furthermore, we have broadened the domain of our proprietary technology by integrating leading-edge nanotechnology with these core technologies and thereby accelerated
the development of new products and technologies. Other
important assets include manufacturing technologies and
capabilities which have enabled us to steadily improve quality and productivity with an emphasis on the details, and
sales and marketing capability in the form of a corporate
culture that seeks to provide new value from the customer’s
perspective.
Our management capability incorporates three significant aspects. First is our adoption of a stance that seeks to
strengthen our profit base through self-improvement
effort. Through the company’s daily operations we have
created a robust business model that is not easily affected
become a business group offering
leading role in contributing to society.
by inevitable economic fluctuations; you might call it a
“self-improvement management style.” In doing so we
have sought to incorporate what we believe to be the most
important aspect of management capability, namely, the
wisdom to take steps to cope with difficult times while
avoiding complacency in times of prosperity.
The second aspect of our management capability is the
“development of global operations.” Starting with fibers &
textiles, Toray Group has been developing its businesses on
a global scale for more than 50 years. Subsequently we
expanded our global operations in plastic resins and films,
followed by carbon fiber composite materials, which are
increasingly used as structural materials for aircraft. As a
result of these efforts, we are now securing significant profits in regions of the world that are experiencing growth
in demand.
The third aspect is the practice of adhering at all times to
the approach of “continual cultivation of strategic businesses,” a strategy for facilitating sustainable growth by
consistently developing medium- and long-term earnings
pillar. Specifically, we are moving to effect a strategic
expansion of our businesses in carbon fiber composite
materials and IT-related products as drivers of near-term
profitability, while cultivating operations that are expected
to develop into the pillars of future business: life science
including pharmaceuticals and medical products; our water
treatment, which is closely involved in resolving the planet’s
environmental challenges; and new businesses utilizing
non-petrochemical raw materials.
Environmental Change
as a Positive Opportunity
Today, the social and economic environment in which Toray
Group operates continues to change at an extraordinary
pace. In all manufacturing industries, there is unprecedented
competition on a global scale, as well as soaring prices in
crude oil. Critical issues such as energy and the natural
resource agenda, the global environment problems, and
rising demand for corporate social responsibility, require
each of us to effectively respond to these diverse changes.
We see our most important task as coping with these
changes in the external environment and treating them as
opportunities for securing sustainable growth. For this reason, we continue to take steps to create a strong management foundation for our operations while pursuing
“Innovation” to create new value. This forward-looking
evolution is of great importance to our future.
Toray Group celebrated its 80th anniversary in 2006,
formulating the long-term corporate vision “AP-Innovation
TORAY 21” with the goal of securing sustainable growth
and further leap. We have adopted the corporate slogan of
“Innovation by Chemistry” based on our corporate philosophy of “contributing to society through the creation of new
value with innovative ideas, technologies and products”
and reflecting our aim of becoming “a global top company
of advanced materials.”
In addition to pursuing technological innovation, we
seek to achieve high profitability, evolve dynamically, and
grow sustainably by rising to the challenge of “Innovation”
in every aspect of our corporate activities.
Toward More Active CSR Initiatives
In addition to seeking to expand our businesses and
increase profitability, we are dedicated to the principles of
corporate social responsibility through the active pursuit of
safety, accident prevention, environmental preservation,
corporate ethics, and legal compliance programs. Toray
Group has always practiced management with an emphasis
on social responsibility, and we believe that playing an
active role through social contributions and striving to offer
high value to all stakeholders are important factors to fulfill
our long-term corporate vision.
I am pleased to reaffirm our commitment to achieving
bold yet sustainable development in the 21st century by
building a robust management foundation and evolving
through the theme of “Innovation.”
For corporations, the fulfillment of CSR is a constant
imperative. This CSR Report summarizes the accomplishments of Toray Group’s CSR activities during FY 2006, and I
am confident that it will enable you to gain an understanding of how we are making steady, step-by-step progress.
I look forward to your understanding and support for
Toray Group’s corporate activities, now and in the future.
September 2007
President, CEO and COO,
Representative Director
4-5
Toray Group Overview
Business Activities
1 2 3
Through the Practice of Innovation
FY 2006
Net Sales by
Business Segment
Overview of Toray Industries, Inc.
(as of March 31, 2007)
Established
January 1926
Paid-in capital
¥96,937,230,771
Number of employees
36,553 (consolidated)
5％
10.5％
4.5％
6％
39％
¥1,546.5
Number of consolidated companies
17％
Japan Overseas
Consolidated subsidiaries
Equity method subsidiaries
Equity method affiliates
Total
67
35
77
22
FY 2006
Operating Income by
Business Segment
17％
billion
Total
Overview of the Mid-term Business Strategies “Project Innovation TORAY 2010 (IT-2010)”
8％
Importance and Objectives of IT-2010
18.5％
¥102.4
Fibers & Textiles
Plastics & Chemicals
IT-related Products
Carbon Fiber Composite Materials
Environment & Engineering
Life Science & Other Businesses
18.5％
billion
32％
24％
16
25
41
118
124
242
FY 2006
Net Sales by
Geographic Segment
End of March 2007
Employees by
Geographic Segment
FY 2006
Net Sales by Market
Toray
Net sales
Operating income
19％
Asia
Consolidated business results
(FY 2006)
Long-term Corporate Vision
AP-New TORAY 21
19％
Million yen
¥1,546.5
billion
1,546,461
97,520
Net income
58,577
¥1,546.5
27％
billion
NT-Ⅱ
NT21
“Corporate
Structure
Reinforcement
and defensive
management
postures”
-Break away
from crisis-
Asia
58％
North America, Europe,
and other areas
10％
15％
8％
Toray Group Global Network
With bases in 21 countries and regions including Japan,
Toray Group continues to expand globally. In our
Foundation Businesses of “Fibers & Textiles” and “Plastics
& Chemicals,” global operations utilizing a worldwide
network of production facilities anchor a fundamental
strategy for ensuring earnings stability.
We are also developing Strategically Expanding
Businesses that focus on advanced materials worldwide
with close links to growing markets, including “IT-related
Products” that are expanding actively in Korea and
“Carbon Fiber Composite Materials” in which we are
simultaneously expanding manufacturing capacity in the
three key regions of Japan, the U.S., and Europe.
Main Countries and Regions with
Toray Group Subsidiaries and Affiliates
East Asia
China
North America
Chinese Taipei
Korea
Middle East
United States
Southeast
Asia
United Kingdom
Netherlands
France
Germany
Saudi Arabia
Czech Republic Iran
Switzerland
United Arab Emirates
Italy
Thailand
Vietnam
Singapore
Malaysia
Indonesia
“Management based
on Innovation”
-Challenges for further
growth-
Toward a Global Top
Company of Advanced
Materials
Net sales:
¥1,800 billion
Operating income
to net sales ratio:
8.3%
April 2004
October 2006
Key Issues
(1) Business Structure Innovation
Project
(2) Overseas Business
Strengthening Project
Transformation to a highly profitable group
by innovative business portfolio change
Enhancement of overseas business
profitability and expansion of its business
2 Innovation of
technologies
(3) Advanced Material Businesses
Expansion Project
(4) R&D Capabilities Innovation
Project
(5) Manufacturing Technology
Innovation Project
Rapid commercialization of new
advanced materials
Continuous generation of large-scale
R&D themes
Generation of world-leading quality with
the lowest costs in the world
(6) Cost Innovation Project
Cost reduction for intensified profitability
Operating income:
¥150 billion
Innovation of
3 competitiveness (7) Marketing and Sales Innovation Thorough implementation of customeroriented, proactive marketing and sales
Project
ROA:
8%
(8) Corporate Brand Strengthening
4 Innovation of
business-awareness
Project
ROE:
11%
5 CSR Innovation
26％
and other areas
Europe
IT-2010
Eight Projects
Innovation of
1 business
structure
Goals in and
around 2010
subsidiaries
and other areas
Since 2002, we have been working to strengthen our
business constitution and reform our business structures
through the “Project NT21” and “Project NT-II” mid-term
management reform programs. Moreover, we have been
aggressively promoting projects such as “Expanding
Advanced Material Businesses”, “Expanding No. 1
Businesses”, and “Expanding Businesses Outside Japan,”
and these efforts have underpinned a process of steady
recovery and improvement in our business results.
Toray Group is involved in a wide range of business
activities. Throughout all of our operations we have
sought to develop and cultivate markets by taking
advantage of core technologies — organic synthetic
chemistry, polymer chemistry, biotechnology, and nanotechnology — as well as advanced materials developed
by combining these technologies. It is a distinctive characteristic of Toray Group that we have deployed these
businesses globally.
Even as our Foundation Businesses in “Fibers &
Textiles” and “Plastics & Chemicals” continue to secure
earnings, we have broadened our focus on what we term
Strategically Expanding Businesses, including “IT-related
Products” and “Carbon Fiber Composite Materials,” to
augment its income and profit. At the same time, we
have grown Strategically Developing Businesses, nextgeneration businesses in areas such as “Environment”
and “Life Science” that will drive sustainable growth in
the future.
AP-Innovation TORAY 21
employees Japanese
47％
April 2002
Toray Group Business Strategy and
Current Status
“Offensive
management
posture”
-Establish
foundation for
further growth-
36,553
Japan
71％
102,423
Ordinary income
Japan
Asia
Five Innovations
Mid-term Business Strategies
144
57
Five Innovations and Eight Projects
Increase the value of the corporate brand
Promoting CSR line activities, strengthening security trade administration,
and establishing and establishing and using internal controls systems
Around 2010
Long-term Corporate Vision and
Mid-term Business Strategies
In April 2006, Toray Group formulated a new longterm corporate vision called “AP-Innovation TORAY
21” designed to ensure sustainable growth and new
advances. In October of the same year we developed
the mid-term business strategies IT-2010 to rise to the
challenge of “Innovation” not only in technology, but
in every aspect of our corporate activities, while creating new value and actively contributing to sustainable
development and environmental preservation.
IT-2010 identifies the development of the five innovations of business structure, technologies, competitiveness, business-awareness, and CSR as key challenges
while seeking to dramatically transform our management with the “Innovation” theme by implementing
eight company-wide projects.
We aim to realize our corporate philosophy of “contributing to society through the creation of new values
with innovative ideas, technologies and products” by
practicing “Innovation” based on the “AP-Innovation
TORAY 21” long-term corporate vision and IT-2010
mid-term business strategies.
“IT-2010” Basic Strategies
1. Transformation to a highly profitable
business group
(1) Transforming to a highly profitable business group
–Transform to a highly profitable business group while continuing business expansion.
–Improve capital efficiency.
(2) Expanding Strategically Expanding Businesses
(profit growth driver)
–Increase profits by expanding Strategically Expanding Businesses while securing
stable profit by Foundation Businesses.
(3) Expanding Strategically Developing Businesses
(next profit growth driver)
–Develop strategically next generation profit growth driver businesses after 2010.
(4) Advancing business structure reform
–Advance business structure reform by expanding Strategically Expanding Businesses
and Strategically Developing Businesses.
(5) Expanding advanced materials
–Expand advanced material businesses in every segment and increase their ratio of net sales.
2. Expansion of advanced materials in four
major growing business fields
(1) Information / Telecommunications / Electronics
–Business expansion in the digital network-related product markets including flat
panel display televisions, cellular phones, and personal computers.
(2) Automobiles / Aircraft
–Development of products to meet expanding markets in hybrid cars and car electronics.
–Expansion of application parts by widening advanced functional availability of carbon
fiber composite materials and engineering plastics.
(3) Life Science
–Creation of innovative bio-tools through bio/nano-technological integration.
South
America
Brazil
(4) Environment / Water-related / Energy
–Development of new applications for fibers & textiles, plastic resins and films using
non-petrochemical raw materials.
–Global expansion of water treatment businesses with a core of high-performance
separation membranes.
–Development of new materials for next-generation energy systems including solar
cells, fuel cells, and wind power generation.
(As of June 2007)
6-7
Net sales
Billions of yen
1, 400
1,200
1,000
800
600
1 2 3
History
Toray s 80 Years and Innovation
Toray’s
2003
Since its founding of Toray as a manufacturer of rayon
chemical fiber, Toray Group has consistently risen to the
challenges of pioneering advanced technologies for its
times. Following the celebration of the 80th anniversary
of our founding in 2006, we adopted “Innovation by
Chemistry” as our new corporate slogan, signaling a
commitment to technological innovation centered on
chemistry and aspire to become “a global top company of
advanced materials.”
Toyo Rayon is listed on the Tokyo and
1934 Osaka Stock Exchanges.
CSR Committee formed.
Toyo Products (currently Du Pont-Toray) is
established as the company’s first joint
1964 venture with an overseas company.
Thai Toray Textile Mills and Toray
Nylon Thai are established, becoming
1963 the company’s first overseas
manufacturing companies.
1986
1970
New corporate symbol introduced.
Corporate name changed to
2006
80th Anniversary Toray Advanced
Materials Exhibition / Symposium held.
First overseas employee is
1957 dispatched to New York.
1995
New management philosophy formulated.
The trading company Trilon is
400
founded, becoming Toray’s
1955 first overseas investment.
200
Toyo Rayon Co., Ltd., founded.
1926 Consolidation →
0
1950
1960
1970
1955
Company milestones
Company creed “Toyo Rayon
serves society” adopted.
1980
1981 Amenity
Toray introduces Breath•O*
Japan’s first soft contact lens
designed for continuous wear.
1966
Company milestones
Timecards are abandoned in
favor of employee self-reporting
of work attendance.
1951
Fibers & Textiles
Toyo Rayon launches Japan’s
first full-scale production of nylon.
1990
2000
1993 Electronics & Information Materials
Toray starts to market Toptical*, a color filter
for liquid crystal displays that does not use
the harmful heavy metal chromium.
2006
Pharmaceuticals & Medical Products
Toray starts to market 3D-Gene*, an ultra
high-sensitive DNA chip that opens up the
possibility of tailor-made clinical treatments.
1963
Fibers & Textiles
Toyo Rayon starts production of Japan’s
first modified cross-section silky-touch
Tetoron filament Sillook*
1992 Pharmaceuticals & Medical Products
Toray begins synthesizing and marketing Dorner*,
the world’s first prostacyclin (PGI2) derivative
formulated for oral administration.
1979 Electronics & Information Materials
Toray introduces the Toray Waterless Plate*,
the world’s first printing plate material that
does not generate liquid waste.
1962 Company milestones
Toyo Rayon School of Technology and Business
opens to train technicians to deal with the rapid
pace of technological innovation (name changed
to Gisen School in 1978).
1941
Fibers & Textiles
Toyo Rayon succeeds in synthesizing Nylon 6,
a first in Japan.
1960
Social contributions
Toyo Rayon Science Foundation
(now Toray Science Foundation),
a pioneering private research support
organization, is founded.
1927
Fibers & Textiles
Production of rayon begins at Toray Shiga Plant.
1958
1971
Fibers & Textiles
Toray starts to market Ecsaine*,
the world’s first suede-like
man-made microfibers.
2004
Plastics
Toray develops the world’s first
flexible polylactic acid (PLA) film.
1974
Company milestones
Toray introduces a maternity leave program to
help employees balance work and family life,
anticipating the subsequent legislation of
such programs in 1991.
1971
Carbon Fiber Composite Materials
Toray starts production of world’s
first PAN-based carbon fiber Torayca*
2005 Water Treatment
Southeast Asia’s largest water treatment
facility commence operation in Singapore
using the advanced Toray Romembra*
reverse osmosis membrane elements.
1985
Toray starts to market Feron*, the world’s first
natural interferon ß preparation.
1996 Fibers & Textiles
Toray starts to market Fieldmate*
biodegradable fishing line.
Company milestones
Toyo Rayon begins promoting female
employees to management positions,
a move that is ahead of its time in Japan.
8-9
1 2 3
Product Areas
❸
❹
❾
❽ ❶
❾
❺
❼
❾
❻
❷
Toray Products, Surprisingly Nearby
Toray products support your life and make it secure, creating a picture of your future.
From the very beginning, Toray fibers clothe people, serving to protect them and
helping them realize their dreams.
Toray materials have a virtually endless array of uses.
Ultimately, Toray products evolve with the times to create new lifestyle choices.
Household
In town
❺Automobile parts
❻Clothing
❼Container and
❽Cellular phone
Developing more lightweight
cars is a key theme in the drive
to save energy. Various
engineering plastics and
Torayca* carbon fiber
composite materials are
increasingly used as
alternatives to steel parts.
Toray is developing products
that use carbon-neutral,
non-petrochemical raw
materials such as SOTAKE*
bamboo-based fiber, Ecodear*
corn-based biological fiber, and
Aminos* soy protein fiber.
Toray is working to commercialize
Ecodear*, a polylactic acid PLA
material manufactured using corn
and other 100% plant-based raw
materials, for use in packaging
films and other products.
Cellular phone manufacturers
are increasingly turning to
Toptical*, a proprietary Toray
color filter for liquid crystal
displays that eliminates use
of the environmentally
harmful heavy metal
chromium.
Automobile parts manufactured
using Toray products
SOTAKE* bamboo composite fiber
Ecodear* PLA materials
Cellular phone using
Toptical*
packaging materials
components
Outdoors
❶Water treatment facilities
❷Fishing line
❸Aircraft materials
❹Solar cells
Water treatment facilities use a
variety of advanced separation
membranes to convert seawater
into freshwater and to help
make effective use of water
resources by treating and
recycling tap water and
wastewater.
The world’s first biodegradable
fishing line, Fieldmate* reverts
to nature by breaking down
into water and carbon dioxide
gas due to the biological
activity of bacteria found in
water and soil.
Use of the carbon fiber
composite material Torayca* in
airframe components enables
dramatic improvements in fuel
economy and passenger
comfort for next-generation
aircraft.
Lumirror* polyester film is used
as back sheeting for outdoor
solar panels, where it helps
collect energy from sunlight.
Enlarged view
Office
❾Office equipment
The polylactic acid
material Ecodear* is also
used to manufacture
computer cases.
Seawater desalination plant
(Okinawa)
Fieldmate* biodegradable
fishing line
Artist image of the next-generation
Boeing 787 in flight
Billboard incorporating solar cells
at Toray Mishima Plant
❾
Fire-retardant plastic
❾
Innovative printing technologies
Halogen-free engineering plastic materials
that are resistant to high temperatures are
used in products such as printers and
electric/electronic connectors.
Toray Waterless Plate* is a printing plate material for
offset printing that helps improve printing efficiency while
contributing to environmental preservation thanks to a
printing process that generates no liquid waste. Materials
printed using this technology bear the Butterfly Mark.
resin parts
Butterfly Mark
Computer with an
Ecodear* case
Electric/electronic connector
made of Toray engineering
plastic materials
Toray Waterless Plate*
printing plate material
10-11
1
CSR Activity Highlights
1 2 3
Action on Global Warming Initiatives
Toray recognizes global warming as a critical challenge and is
working to reduce Green House Gas (GHG) emissions.
Toray Group has steadily lowered GHG emissions thanks to a combination of consistent energy conservation efforts dating
to the aftermath of the 1973 oil embargo and more recent actions such as moves as conversion to more environment
friendly fuels. As a manufacturer responsible for supplying materials to a range of industries, we anticipate that our own
initiatives will be augmented in the years to come by increased market demand for products that help lower energy use
and GHG emissions.
Establishing New Targets for Global
Warming Countermeasures
In FY 2005, we set global warming initiative targets of
reducing GHG emissions 10% over FY1990 levels by FY 2008
and holding CO2 emissions to 1990 levels. We formulated
new targets in FY 2007 in response to forecasts indicating
that we would be able to meet these targets through converting fuel used in boilers from oil to natural gas, and consistent energy conservation activities such as reducing heat
loss. The target selection process took into account expected
expansions in the scale of our operations under our mid-term
business strategies and incorporated the following goals into
our basic approach:
– Toray will set targets in terms of absolute quantities
and at a minimum will maintain Japan’s reduction
ratio as established by the Kyoto Protocol.
– Toray Group (Japan) will manage targets using unit
energy consumption.
Toray Group (Japan) GHG Emissions
350
300
22
250
200
42
1.Toray will reduce GHG emissions by at least 6% over
FY 1990 levels by FY 2010.
32
52
34
30
39
25
40
47
49
14
16
16
213
224
150
100
213
231
216
212
216
90
03
04
05
06
50
0
08
(Forecast)
(Base year)
10 (Fiscal year)
(Target)
Toray Group (Japan) Energy Consumption
Subsidiaries and affiliates
Toray
(Unit: Million gigajoules)
40
2.1
New Targets
Subsidiaries and affiliates, CO2
Toray, N2O
Toray, CO2
(10,000 tons CO2 per year)
3.1
30
3.2
3.2
3.2
3.7
29.5
30.0
31.5
3.8
30.3
32.7 31.8
33.1
0
90
3.Toray Group (including overseas subsidiaries and
affiliates) will raise its targets for reducing unit energy
consumption by at least 2% annually.
Reduction Plan for Meeting the New Targets
In terms of specific reduction countermeasures, Toray is giving the highest priority to internal efforts to reduce emissions rather than relying on emissions trading.
– Reductions through energy conservation
– Development of new industrial processes improving
efficiency
– Reductions through converting to more environmentally friendly fuels
– Expansion of energy conservation activities overseas
Related article
See page 27 for examples of initiatives in FY 2006.
Toray launched the “Ecodream” Project in FY 2005 with the
target of doubling FY 2005 net sales of environmentally
friendly products by FY 2010. In keeping with the project’s key
themes of saving energy and lowering GHG emissions, we are
focusing our efforts on carbon fiber composite materials and
products derived from non-petrochemical raw materials.
On one hand, increasing net sales of environmentally
friendly products (i.e., increasing production volumes) has
the effect of driving up our emissions of GHG. The production of carbon fiber, a light, strong, and corrosion-resistant
material, involves considerable energy use and GHG emissions due to high temperatures required in the manufacturing process. However, the material’s significant contribution
to more lightweight aircraft and automobile designs, which
ultimately help to conserve energy and lower CO2 emissions
will offset the increase in the environmental impact caused by
the manufacturing process.
Toray is aware of these tradeoffs. We are committed to
helping reduce emissions throughout the lifecycle of carbon
fiber end products such as aircraft and automobiles while
meeting our own goals for lowering GHG emissions during
the manufacturing process.
Improvements in Next-generation Aircraft Fuel
Economy and Reductions in CO2 Emissions
Demand for carbon fiber reinforced plastic (CFRP)*1 is growing in the aviation industry, where fuel economy and
environmental countermeasures are increasingly seen as
important considerations. Lightweight designs are expected
to yield benefits in the form of improved fuel economy and
reduced CO2 emissions.
20
10
2.Toray Group (Japan) will reduce unit GHG emissions (per
net sales) by at least 15% over FY 1990 levels by FY 2010.
Providing Products That Help Lower
Energy Use and GHG Emissions
(Base year)
03
04
05
06
08
(Forecast)
Use of CFRP Components in Automobiles
and Associated Weight Savings
Vehicle weight can be reduced 200kg
by using 200kg of CFRP.
● Roof
● Hood
● Side door sill
● Front quarter
panel
● Platform
Panel members
Steel
CFRP
Structural members
Steel
CFRP
(280kg)
(140kg)
(120kg)
(60kg)
Source: “Innovative Global Warming Technological Program,” Ministry of Economy,
Trade and Industry (FY 2003 to 2007)
●
●
●
●
Reducing
CO2 Emissions with Lighter Cars
The use of CFRP can lower the weight of the mild steel
sheets used in automobiles by 50%, yet this highly safe
material can absorb 1.5 times more energy than steel. Use
of CRFP is expected to expand in the automotive field in
coming years.
Simulations by the Ultra Light Steel Auto Body, Ultra
Light Steel Auto Closures, and Ultra Light Steel Auto
● adoption of
Suspension Project indicate that widespread
●
lighter-weight
cars using CFRP would reduce annual CO2
●
emissions by 3.88 million tons by 2030. Conversely, a reduction of approximately 3 tons of CO2 could be expected per
vehicle over the course of 10 years. In other words, CFRP
automobiles also have an environmental contribution to
make from the standpoint of CO2 balance.
*1 Carbon fiber reinforced plastic (CFRP): A composite material that is
cured and molded after impregnating carbon fibers with plastics
resin. Exceptionally strong, CFRP characteristically allows designs that
weigh less while offering the same strength and rigidity as metals
such as steel and aluminum.
Estimated Energy Savings and
CO2 Emission Reductions by 2030
Energy savings
Total
vehicles Gasoline equivalent Crude equivalent
CFRP Parts in the Boeing 787
2010
Weight reductions of more than 20% over a comparable
aluminum design can be achieved by using CFRP for 50% of
airframe structural materials by weight.
● Trunk lid
For a 1.5 ton
vehicle
10 (Fiscal year)
(Target)
GHG reduction by converting to more
environmentally friendly boiler fuels
Part of an initiative to reduce emissions
by annual 60kt of CO2 by converting from
fuel oil to natural gas, this gas-fired boiler
became operational in July 2007.
● Door panel
200,000
22,000 kl/year
2020 2,600,000
690,000 kl/year
20,000 kl/year
CO2 emissions
reductions
51,000 tons-CO2/year
630,000 kl/year 1,590,000 tons-CO2/year
2030 6,300,000 1,680,000 kl/year 1,530,000 kl/year 3,880,000 tons-CO2/year
Used in combination with advanced engines,
this approach yields 20% better fuel economy
and lower CO2 emissions.
Source: “R&D of Carbon Fiber-reinforced Composite Materials to Reduce Automobile Weight”
project under NEDO’s New Global Warming Prevention Technology Program.
(Assumptions: 10 year vehicle useful life; 2.5 km/l improvement in fuel economy per 200
kg reduction in weight; total of 6,300,000 vehicles in use by 2030; technology used in
luxury and high-end mid-market vehicles)
Natural gas boiler at the
Mishima Plant
In search of biofuel solutions
We are seeking to further reduce 27kt
CO2 annually by powering boilers
with a mixture of wood chips and
coal. Operation is expected to begin
in January 2010 after trial at the
Ehime Plant.
Inspecting wood chips at Imabari-Kako
(supplier)
CFRP
CFRP (sandwich structure)
GFRP*2
Aluminum
Other metals
*2 Glass fiber reinforced plastic (GFRP): A molded material reinforced with glass fibers.
12-13
2
1 2 3
Activities for Overcoming Water Resource Issues
Activities for Overcoming Water Resource Issues
Toray is addressing issues on water shortages and safety from a
global viewpoint.
Many countries are currently experiencing water shortages due to the rapid pace of population growth and social development. These shortages exert a serious effect not only on everyday lives but also on food production and natural ecosystems. Observers also fear that problems involving the safety of the water supply, for example water pollution caused by
inadequate wastewater treatment facilities, are becoming increasingly serious. Toray is working to address these problems
from a global perspective to ensure it remains responsive to the needs of society.
Membrane Technology Contributing
to Water Environment Issues
Water Issues Around the Globe
With seawater accounting for 97.5% of the water on Earth,
the freshwater required to maintain human life is only
2.5% of the total. Moreover, because most freshwater is
locked up in glaciers and underground aquifers, experts
believe that only 0.01% of freshwater is accessible for use
by people. Today this invaluable supply of water is experiencing a range of problems. Worldwide, 1.1 billion people
must walk at least 30 minutes to obtain the water they
require each day, and 2.6 billion people live without access
to toilets and other hygienic facilities. Ecosystem damage
caused by deteriorating water quality is also a fear. More
recently, alarms are being sounded about water shortages
caused by the effects of global warming and falling groundwater levels due to development.
Human beings require water for a range of applications
including agriculture, industry, and daily life. For example,
we need membranes for extracting pure water from seawater and for drinking water, membranes to remove the bacterium cryptosporidium, which cannot be killed by chlorine.
Toray developed and brought to market RO membrane
(reverse osmosis membrane) for manufacturing ultrapure
water for industrial applications in 1980 and later applied the
technology to seawater desalination. We have developed a
variety of separation membranes based on our core competencies of organic synthetic chemistry, polymer chemistry,
biotechnology, and nanotechnology. Used in combination,
these products deliver the membrane technologies that are
needed to implement efficient water treatment.
Increasing Demand for Seawater Desalination
As worldwide water shortages intensify, Toray expects
demand for effective use of seawater and wastewater will
increase to secure sustainable water sources, in addition to
the use of limited river and groundwater resources.
Until now, the methods of evaporation and electrodialysis have been used to desalinate seawater. However, RO is
becoming the preferred approach thanks to the development of technologies for improving RO membrane performance (water permeability and salt rejection), lowering the RO
membrane cost per unit of freshwater generated as well as
operational energy consumption.
Toray has accumulated significant expertise in seawater
desalination with exceptional RO membranes, and our products
are used by water treatment plants worldwide. As a result, we
help desalinate a total of 2 million cubic meters of seawater
each day (as of June 2007), enough water to sustain approximately 8 million people in their daily lives.
Sulaibiya (Kuwait), the world’s largest wastewater reclamation
plant by membrane
Capacity: 320,000 m3/day
Photograph: GE-Ionics (U.S.)
Total Water Production Capacity of Plants Using
Toray’s RO Membrane
(10,000 m3/day)
Seawater
Brackish water
Ultrapure water
1,200
1,000
800
790
640
600
510
400
200
1,030
240
170 200
110 130
310
370
430
0
95
96
97
98
99
00
01
02 03
04
05
06 (Fiscal year)
Participation in the World Water
Forum and Other Activities
Although efforts to combat global warming have begun in
the world’s major countries, international partnerships and
initiatives to address water problems continue to lag. As part
of our efforts to increase partnerships with relevant entities in
order to address the world’s water problems, Toray has participated in the World Water Forum, a gathering sponsored by
the World Water Council, UNESCO, and related Japanese
government agencies, since its third meeting in 2003. We
also actively support the Japan Water Forum, a non-profit
organization that operates primarily in Japan.
In an effort to address the world’s water and its hygienic
problems, Toray Group is committed to making an international contribution consistent with these support activities by
providing membranes and other advanced water treatment
technologies.
Water Resource and Example of Membrane Technology Application
RO
RO membranes
(removal of salt content)
NF
Nano-filtration membranes
(removal of harmful substances)
UF
Ultrafiltration membranes
(removal of viruses and other contaminants)
MF
Microfiltration membranes
(elimination of contaminants such as
cryptosporidium)
MBR
Hiromu Takeuchi
River
Domestic water
Agricultural water
NF
Brackish water treatment plants
Groundwater
Wastewater treatment equipment using
MF membranes
Residences
MF
UF
Industrial plants
General Manager, Special Assignment
Water Treatment & Environment Business
Planning & Administration Dept.
RO NF
RO
Water purification
plants
RO
NF
NF
Tuas (Singapore), Reverse Osmosis Building, SingSpring
Desalination Plant, Hyflux Ltd, one of the world’s largest seawater
reverse osmosis desalination plants
Photograph: Hyflux Ltd (Singapore)
MF UF
Sewage-treatment
plant
MBR
Recycling
MBR
Industrial
water
RO
UF
MF RO
Farmland and
rice paddies
MF
Reuse (reclamation)
Lake
RO
Discharge
Seawater
desalination
plant
Kinuta & Kinuta-shimo Purification Plants (Tamagawa/Tokyo, Japan),
one of Japan’s largest filtration facilities
Photograph: Suido Kiko Kaisha, Ltd. (Japan)
Seawater
Discharge
Few nations are as blessed with high-quality water and an absence
of urgent water source problems as Japan. Regions around the
world are experiencing problems such as water shortages and
water-related environmental pollution in the face of rapid
population growth and industrial development on a global scale.
These problems are also having an increasing impact in the form
of water-related food shortages and hygiene issues. Global
warming is also affecting the Earth’s water environment, and
observers point out that damage from flooding and drought
conditions is growing more frequent.
To solve the world’s water problems, it is necessary to develop
water treatment technologies that meet the different water quality
and infrastructure conditions in each country and region. Local
problems must be addressed in the context of existing regional
policy. As a membrane manufacturer, we are developing our water
treatment business through global partnerships with organizations
involved in constructing and maintaining water-related
infrastructure. The successful development of four advanced
separation membrane products (RO, NF, UF and MF), advanced
technologies such as the membrane bioreactor MBR method, and
technologies for ensuring efficient facility operation attests to our
ability to meet a variety of water source and water treatment
objectives.
Ocean
14-15
3
1 2 3
Pursing the Advancement of Women and Work-life Balance
Pursing the Advancement of Women and Work-life Balance
Toray works with employees to create workplace
environments that facilitate participation by women while
implementing programs that promote work-life balance.
Issues of equal employment opportunity and female participation is a common theme to the world. Japan’s aging population
and diminishing birthrate are making it more important for corporations to help employees balance their responsibilities at
work and at home. Our aggressive efforts to advance women’s roles while balancing work and personal life are created to
both meet these needs and increase the Group’s medium- and long-term human resources competitiveness.
Advancement of Women Project
Toray has led Japanese companies in proactively offering
employment and work opportunities to women as well as in
providing equal compensation to male and female employees.
The Advancement of Women Project launched in FY
2004 is geared to create structures that enables women to
pursue even more fulfilling careers by making our history of
steady accomplishment in female participation a key part of
our corporate culture.
Toward Balancing Work and
Family Life
Systems Designed to Help Employees Balance
Work and Family Life
We are working to enhance these systems as we work to
create a culture in which employees can make energetic
contributions while balancing the demands of work and
family life. We are particularly proud of either meeting or
exceeding legally mandated provisions in systems related to
childcare, family-care, leave and maternity protection, and
we are working to make systems accessible and responsive to
the individuals who wish to use them.
Several new systems to ensure good working conditions that
were designed in FY 2006, were launched in FY 2007.
Specifically, we established a new system to help employees
October 2004
Description
August and
September 2005
Implementation leader conducted
enlightenment rounds.
General Manager of the Personnel & Industrial Relations Division, who serves as the implementation leader
for this project, visited all plants. Participants discussed and shared views on topics including the purpose of
the project and key considerations in training female employees.
November 2005
Provided consultant services.
Responds to questions and consultations concerning various programs, canvas employee opinions, and
apply their views to the policy formulation process.
December 2005 to
February 2006
Held Advancement of Women Forum with
workshops and lectures (first session).
The forum aims to foster the development of female leaders, reform female employee awareness and boost
morale, and build networks. Six workshops and lectures were held for female employees at the Tokyo head
office and Osaka head office with about 300 employees in total participating.
December 2006 to
February 2007
Held Advancement of Women Forum with
workshops and lectures (second session).
Total of three workshops and lectures for female employees at the Tokyo Head Office (open to individuals
who were unable to participate in the first session) with 120 employees in total participating.
Began an ongoing series of articles in the
From January 2007 internal company newsletter introducing
examples of female career development.
Up to March 2007
Enhanced policies designed to help
employees achieve work-life balance and
reviewed associated programs.
The company signed a contract to give employees access to babysitter
services at a discounted rate (employees can use services that typically
cost individuals ¥2,000 per hour for ¥900 per hour). Employees (male and
female alike) are eligible to participate until the end of the fiscal year in
which their children enter the third grade of elementary school.
New program
Reviewed the system for registering
employees seeking reemployment*1.
The registration period for reemployment was extended to 10 years.
Reemployment as full-time employees is now available immediately
for some employees depending on the nature of their job, their desired
role, and their personal circumstances.
The registration period had been 3 years, and
compensation was limited to non-regular
employee levels for six months, after which
individuals could become full-time employees.
Enabled concurrent use of short-time work systems
designed to give employees time off for childcare,
family-care leave, and maternity protection with
flextime systems.
All short-time and flextime work systems can now be used
concurrently.
Employees were unable to use these systems
in combination.
Extended employee eligibility for childcare
short-time work systems, flextime systems,
overtime/holiday work limits, and night work limits.
The period of time over which employees are eligible for these systems
was extended until the end of the fiscal year in which their children
enter the third grade.
These systems had been available only until
children began elementary school.
*1 This system provides reemployment opportunities for employees who must leave the company to get married, have children, care for children, care for sick or elderly family members, or accompany a spouse
who has been transferred.
Related article
See page 50 for more information about Toray’s efforts to create a corporate culture that facilitates participation by female employees.
Articles to introduce examples of female employees who have developed careers in Toray Group, balanced
the demands of work and personal life, and the support offered to them in their workplaces.
Planned new programs and reviewed existing programs based on discussions held by the Working Team.
These programs will be launched in FY 2007.
Couple takes childcare leave together
Takahiro Maeda
Division, Administration Dept.
Ayumi Maeda
Health Management Center,
Shiga Plant
The Working Team for the Advancement of Women
Project was launched with 12 women and 6 men
Before changes
Established new system to help employees
pay for babysitter services.
Formulated various proposals for the advancement of women. In FY 2006, summarized 2 years of activities
and reported to executive committees.
Formed Working Team.
We established a First Action Plan in FY 2005 based on Japan’s
Law to Promote Measures to Support the Development of the
Next Generation, which took effect in April 2005, and had
implemented the provisions of the plan by the end of FY 2006.
As a result of these efforts, in May 2007 we received certification that confirmed the First Action Plan meets
the standards set by the Next Generation Law.
Starting in FY 2007, we plan to establish a
Second Action Plan and pursue new initiatives
in this area.
Description of changes
Advancement of Women Project Initiatives
Action
Compliance with the Law to Promote Measures to
Support the Development of the Next Generation
Systems Designed to Help Employees Balance Work and Family Life (Key Changes in April 2007)
Action
Date
pay for babysitter services, reviewed the system for registering
employees seeking reemployment, and reviewed our shorttime and flextime work systems.
Workshops provided an opportunity to reflect on
their future goals
Work-life balance and mental health were important
themes in the lectures
The mom’s view
The dad’s view
I took maternity and childcare leave from October
2005 to September 2006. Afterwards it was easy
for me to return to my original job because my
husband also took childcare leave.
When I hurried home at the end of my first day
back, I was surprised to see my husband getting
ready for dinner with our son in a carrier on his
back. I respected my husband’s decision to take
childcare leave, but I never imagined that he
would actually become a stay-at-home dad! It
seems that only a few male employees take
childcare leave, but I hope that more will consider
this option in the future in order to encourage
women to participate more actively in the
workplace.
I took six months of childcare leave from October
2006, when my wife went back to work after her
childcare leave. We took full advantage of the
company’s system, which allows employees to take
childcare leave until the end of the fiscal year in
which the child reaches the age of 1. As for my
impressions of my time as a stay-at-home dad, I think
the idea of fathers helping raise their children
includes sharing responsibility for household chores.
Each partner must do what they can, when they can.
When your partner does something for you, you
must show appreciation. I feel that I came to
appreciate the secret to balancing work and family life
and ensuring a harmonious home during the time I
spent on childcare leave. It was a great experience for
my wife and I to both take childcare leave.
16-17
Toray Group CSR:
Today and Tomorrow
1
Toray Group carries on a legacy of CSR activities by creating action programs and reviewing them
annually based on CSR Guidelines that broadly incorporate tomorrow’s CSR. We emphasize practicing
CSR at each workplace and have launched CSR line activities at subsidiaries and affiliates.
3
Corporate Ethics and Legal Compliance Code of Conduct
2
4
Steady Pursuit of CSR Activities
Toray Group has long pursued corporate activities by paying
dues to stakeholders — customers, employees, shareholders, and local communities — in an effort to fulfill our
corporate philosophy of “contributing to society through
the creation of new value with innovative ideas, technologies and products.”
Current CSR activities can be traced back to the creation
of the CSR Committee as an entity reporting directly to
the president. After the original mid-term action plan was
completed, we adopted a new three-year CSR road map
in March 2006. The action programs for each guideline
are implemented and revised each year.
The CSR line activities launched at Toray in 2005 are
being promoted in companies throughout the entire
Group. For Japanese subsidiaries and affiliates, we began
with six model companies, later extending the program
to all Japanese subsidiaries and affiliates by the end of FY
2006. For overseas subsidiaries and affiliates, we have
appointed model companies in the Southeast Asia region,
and we plan to steadily extend the program. We have
also been active on the organizational front by creating a
framework for promoting CSR, for example by establishing a department responsible for promoting CSR activities.
Progress in internal control systems includes the creation
of the Internal Control Department in October 2006 in
order to comply with the Financial Instruments and
Exchange Law.
Related article
See page 21 for more information about the CSR promotion framework.
Towards the Next Step
CSR Innovation is one of the Five Innovations identified
by Toray Group’s IT-2010 Mid-term Business Strategies,
which establish targets as we approach 2010. We are
seeking to achieve sustainable growth while meeting
society’s demands by pursuing activities established to
achieve our company-wide strategy in accordance with
the CSR Guidelines, as well as department-specific CSR
line activities designed to address issues selected by individual departments.
Our CSR road map is designed to set general directions
and specific targets for the entire Group with an emphasis
on materiality and viability. We believe that the pursuit of
Toray Group’s CSR activities through the PDCA management cycle and the steady implementation of the road map
will enable us to earn and maintain the trust of our stakeholder communities continuously into the future.
5
6
7
8
Improvement 1. Reorganization of committee system /
Establishment of dedicated organizations
promotion
1 ofsystem
2
Plan-Act
2. Review of CSR Guidelines and Action Programs
Japanese subsidiaries
3-1. Deploy CSR Line Activities at Japanese and affiliates
and overseas subsidiaries and affiliates Overseas subsidiaries
and affiliates
3-2. Implement dialogue with stakeholders
3
Do
3-3. Establish CSR data management system
3-4. Develop and implement measures for spreading and
promoting CSR activities
4-1. Formulate CSR self-evaluation standards
4
Check
4-2. Implement CSR audits
4-3. Fixed-point observation (CSR awareness surveys)
5
Other
Compliance with new corporate Internal control system
laws and internal control systems Compliance with Japanese
SOX regulations
FY 2006 FY 2007 FY 2008
Planned
☆
Implemented
◎
Planned
Implemented
☆
○
☆
◎
Planned
Implemented
Planned
Implemented
Planned
Implemented
○
☆
△
Planned
Implemented
○
Planned
Implemented
Planned
Implemented
Planned
Implemented
Planned
Implemented
Planned
Implemented
Planned
Implemented
☆
○
Established CSR Operations Group within
Corporate Planning Dept.
(September 2006)
☆
☆
☆
☆
☆
☆
☆
☆
☆
☆
☆
☆
☆
△
☆
△
☆
△
☆
◎
☆
☆
☆
☆
○
Began CSR lectures in training programs,
including seminars for overseas employees
Currently investigating evaluation areas based on
rating and survey items
Continued to investigate how to best implement this step
Continued to investigate how to best implement this step
Began recordkeeping in pilot divisions to implement
compliance with the Financial Instruments and Exchange Law
Communicate with society
Communicate with the various parties associated with the company, including its
customers and shareholders as well as members of the local community. Actively
and fairly disclose pertinent information about the company.
Behave as a good corporate citizen
■ Basic Policy & Enhance Corporate Governance and
Management Transparency
Sincerely pursue CSR activities to help create a sustainable society by fulfilling
our Corporate Philosophy, Corporate Missions, and Guiding Principles, and
strive to enhance corporate governance and management transparency.
Comply with laws and regulations, respect human rights, and actively contribute to
society as a good corporate citizen.
■ Uphold Corporate Ethics and Comply with Laws
Play an active role in preserving the global environment
Earn the trust of society by all executives and employees upholding our
Corporate Ethics and Legal Compliance Code of Conduct and acting with
fairness, high ethical standards, and a sense of responsibility.
Recognize that playing an active role in preserving the global environment is an
important management issue, and strive to coexist with the environment in all
corporate activities by conserving energy, reducing emissions and waste,
promoting recycling, and so forth.
Prioritize fairness and trust in corporate activities
■ Emphasize Safety, Accident Prevention, and
Comply with national laws and regulations
Give safety, accident prevention, and environmental preservation top priority
above all other management issues, and work to ensure the safety and health
of society and employees while protecting the environment in all of our
business activities, from procuring raw materials to manufacturing, supplying,
and disposing of products.
Pursue management reform from a global perspective, comply with the respective
national laws and regulations in overseas operations, and be self-disciplined with
high ethical standards. Conduct corporate activities with respect to the culture and
customs of each country and contribute to the advancement of local communities.
1
and Regulations
Engage in proper trade based on free, fair, and transparent market competition, and
conduct corporate activities that earn the deep trust of society.
2
Environmental Preservation
Raise motivation and create a corporate culture that lets
employees demonstrate their ability
■ Ensure Product Safety and Quality
Strive to create a corporate environment that allows each and every employee to
be motivated to demonstrate their ability, respect individual human rights,
character, and personality, and maximize creativity and professionalism.
Recognize the importance of product safety and quality assurance in supplying
safe and highly reliable products, and strive to enhance management systems
and disclose appropriate information.
Break off relations with antisocial forces
3
4
Always work for the good of society, break off relations with antisocial forces that threaten
the order and safety of civil society, and take a resolute stand as a unified company.
(Adopted January 2000)
1
2
3
5
6
Created 2006 edition and put it into practice
Began company-wide promotion of CSR activities
at subsidiaries and affiliates
Started CSR line activities at overseas subsidiaries
and affiliates in the ASEAN region
Began strengthening communication with local
communities through CSR line activities
Created and backed systems for promoting legal
compliance and CSR line activities, for example by
integrating internal company BBS
Established the Internal Control Department in October 2006
☆
(Adopted December 2004 and revised June 2005)
■ Perform Risk Management
CSR Road Map (Mid-term Action Plan)
Progress
Contribute to society
As a company aspiring to be a New Value Creator, provide trustworthy products
and services that satisfy our customers.
Ten Basic Environmental Rules
4
Company-wide Issues
(excluding department-specific issues and separate themes)
CSR Guidelines
(Adopted October 2003)
7
We shall comply with all laws, regulations, and agreements in all of our business
activities while placing the highest priority on environmental preservation in the
manufacture, handling, use, sale, transport, and waste disposal of products.
Prevent global warming
We shall promote energy conservation and work to reduce our unit energy
consumption and our carbon dioxide emissions.
Achieve zero emissions of environmental pollutants
We shall strive continuously to reduce our emissions with the ultimate goal of
achieving zero emissions of hazardous chemical substances and waste materials
into the environment.
Use safer chemical substances
We shall collect, maintain, and provide information on the health and environmental effects
of the chemical substances we handle while striving to use safer chemical substances.
Promote recycling
■ Promote Dialogue with Stakeholders
Encourage dialogue and cooperation with employees, shareholders, investors,
business partners, consumers, local communities, non-profit organizations,
government and administrative agencies, mass media, analysts, and other
parties.
6
■ Step Up Environmental and Recycling Efforts
Pursue research and technological development related to environmentally
friendly products and recycling, and contribute to improving the global
environment by developing and expanding environmental, safety, and amenity
businesses.
7
We shall develop recycling technologies for products, containers, and packaging
and cooperate with society in promoting the recovery and reuse of such items.
Improve the level of environmental management
We shall work to maintain and improve the level of our environmental management
while working to upgrade our environmental management technology and skills,
performing self auditing, and taking other measures.
■ Secure and Train Personnel and Promote Human Rights
Secure and train personnel and diversify employment while striving to protect
employee jobs, respect human rights, and continuously improve workplace
environments.
Contribute to society through environmental
improvement technologies and products
Improve the environmental management of our overseas
businesses
In our overseas business activities, we shall place top priority on complying with
local laws and regulations, and further, we shall manage those businesses in
accordance with the management standards of Toray Group.
9
5
Prioritize environmental preservation
We shall meet the challenge of developing new technologies and shall contribute
to society through environmental improvement technologies as well as products
that place a low burden on the environment.
8
Seek to reduce potential risk, develop a system capable of responding quickly
to unexpected situations and disclosing accurate information, and work to
inform all employees about this system.
Improve employees’ environmental awareness
We shall strive to improve our employees’ awareness of environmental issues
through environmental education, social activities, internal communications
activities, and other means.
10 Share environmental information with society
8
■ Cooperate with Suppliers in their Environmental and
Social Initiatives
Cooperate with suppliers in promoting CSR activities, including environmental
consideration, compliance with laws and regulations, and promotion of human
rights.
9
■ Pursue Social Initiatives
Voluntarily conduct promotional programs for science and technology, arts and
culture, social welfare, sports, and other activities by allocating an appropriate
amount of resources as a good corporate citizen.
We shall deepen mutual understanding of Toray Group environmental policies and
practices by widely publicizing our environmental preservation efforts and their
results in environmental reports and other publications directed at local
communities, investors, and the media.
10
■Plan/investigate/continue ■Implement/deploy
☆Planning period ◎Complete ○Implemented according to plan △Delayed slightly
18-19
1
CSR Guidelines
CSR Guideline
Basic Policy & Enhance Corporate Governance
and Management Transparency
Action Program (FY 2006)
Toray Group will implement the PDCA Cycle by building a CSR management system. We will also maintain and enhance management transparency by bolstering
accountability with corporate governance and internal control systems.
Action Program Results
1. All Japanese subsidiaries and affiliates finished establishing CSR tasks and training
all employees, and overseas subsidiaries and affiliates began similar efforts.
2. The Group established the Internal Control Department and began building an
internal control system for ensuring compliance with J-SOX regulations.
3. The Group established the CSR Operations Group in the Corporate
Planning Division.
Commitment
Toray’s basic approach to CSR consists of working to fulfill the social responsibilities we have
as a company, striving together with society to achieve sustainable development, and becoming an “Excellent Company” with global reach. I believe my role as CSR Committee chairman
is to spread CSR activities throughout Toray Group in order to increase the transparency of
management while working to enhance internal controls and staying abreast of the latest
legal and ISO developments.
Implementation Leader
Motoo Yoshikawa
Executive Vice President and
Overall Coordinator for CSR
Overall Coordinator for the Internal
Control Department and Security Trade
Administration Department
CSR Committee Chairman
Toray Group has established unique governance structures
based on an overriding goal of pursuing a style of management that brings accountability to society, maintains
transparency, and responds in good faith to the trust of
our communities.
Toray Group has established a set of Information
Disclosure Principles in order to ensure the independent
and fair disclosure of relevant information. The Principles
are available online.
The complete text of the Information Disclosure Principles is available
on the Toray website.
Governance Structures
Audit
Accounting
Auditor
Election
Board of
Corporate Audit
Auditors
Auditing
Department
Election
Board of
Directors
President
Resolution
Approval
Internal audit
Divisions and Japanese
plants in
subsidiaries
Japan
and affiliates
Executive Committee &
Board of Senior
Vice Presidents
Company-wide
Committees
Business execution
Overseas
subsidiaries
and affiliates
ence to the authority of top management, a system that
reserves specific decision-making rights for each organizational entity.
To ensure operational efficiency, the Executive Committee
and Board of Senior Vice Presidents together play a deliberative role in facilitating resolutions by the Board of Directors
and decisions by the president. The Executive Committee is
responsible for the general direction of policy, while the
Board of Senior Vice Presidents concerns itself with issues in
implementation. Additionally, company-wide committees
established to oversee key management themes play a supplementary role in management execution along with the
CSR Committee.
Monitoring by the Board of Corporate Auditors
General Stockholders Meeting
Election
established the Internal Control Department in October 2006
as an entity reporting directly to the president.
We continue to steadily expand efforts to implement
recordkeeping and other control mechanisms that were originally developed in pilot divisions in our head office and consolidated subsidiaries, and we expect associated internal controls to be operational by the end of FY 2007.
CSR
Committee
Departmental
committees
Implementation by the Board of Directors and
Executive Committees
The Board of Directors consists of 30 members. Because Toray
Group believes that the fulfillment of management responsibility and transparency are best served by basing management
judgments and decision-making on a specialized knowledge of
local operations, our governance structures do not include
external or executive directors. Rather, we follow an independent approach to governance founded on strict adher-
The Board of Corporate Auditors which serves to enhance
monitoring of the Group’s management is comprised of four
auditors, including two external auditors.
In addition to regular attendance at meetings of the Board
of Directors by all auditors, the Board of Auditors met 11
times in FY 2006. Toray maintains an organizational capability
for monitoring directors’ execution of Group operations
through periodic meetings with all directors and general managers combined with regular audits of all worksites, plants,
and Japanese and overseas subsidiaries and affiliates in
accordance with the policies and plans adopted by the Board
of Corporate Auditors for each fiscal year. The Auditing
Department assists in audits when requested by auditors.
Internal Control Department Established
Starting with the first fiscal year beginning from April 2008,
Japan’s Financial Instruments and Exchange Law will require
companies to submit reports detailing internal control over
financial reporting and independent audits by outside auditors. As part of our efforts to build an effective internal control system and comply with the new law’s requirements, we
PDCA Cycle in CSR Management
● CSR Action Programs
● Three-year Environmental Plan
Prepare objectives
and plans
Implement
monitor and review
report to
stakeholders
Establish direction
and vision
Dialogue with Labor Unions
Members of management at the Senior Vice President level
and higher meet with labor representatives at the union
head level and higher at the biannual Central Labor and
Management Council, where they exchange management
information and engage in dialogue with the labor union.
In order to resolve each labor-related issue, Labor and
Management Council meet separately. In FY 2006, input from
the union played a role in enhancing the Group’s programs
for helping employees balance work and family life.
CSR Promotion Framework
Toray Group Governance Structures
Audit
Basic Policy & Enhance Corporate Governance
and Management Transparency
1 2 3 4 5 6 7 8 9 10
Toray Group considers the promotion of CSR and growth in
profitability as twin pillars of equal and central importance in
management.
Promotion of CSR on the Company-wide,
Subsidiary/Affiliate, Division, and Facility Level
The CSR Committee, which reports directly to the president
and is chaired by the vice president, coordinates the activities
of six company-wide committees. CSR/Legal Compliance
Committees have been established in each subsidiary and
affiliate, division, and plant, where they promote CSR activities and serve as task force units of the CSR Committee.
One unique aspect of Toray Group’s approach is CSR line
activities, a program that emphasizes on-site action with 100%
employee participation. Specifically, each worksite defines
CSR issues based on the viewpoint of multi-stakeholders,
CSR Guidelines, and Action Programs and then addresses
them through the PDCA Cycle.
● Management Philosophy
● CSR Guidelines
● Corporate Ethics and Legal
Review
● Confirm achievement
status of Action Programs
● Environmental and
CSR accounting
Compliance Code of Conduct
● Ten Basic Environmental Rules
● Management review
We established the CSR Operations Group in the Corporate
Strategic Planning Division in September 2006 to strengthen
CSR line activities and extend them throughout the Toray
Group. The CSR Operations Group was spun off to become
the CSR Operations Department in June 2007.
CSR Activities at Subsidiaries and Affiliates
The entire Toray Group seeks to pursue CSR activities as
defined by the CSR Guidelines and Action Programs in combination with the basic approach to management laid out in
the Corporate Philosophy, Corporate Missions, and Corporate
Guiding Principles.
In April 2006, we launched CSR line activities by training
key individuals at six model companies in Japan (Towa
Orimono, Toray Monofilament, Ichimura Sangyo, Toray
International, Toray Construction, and Soda Aromatic). We
subsequently began training key individuals at remaining
Japanese subsidiaries and affiliates in September 2006 and
launched CSR line activities in March 2007.
We also began extending CSR activities to our overseas
subsidiaries and affiliates, starting with three countries in
Southeast Asia (specifically, in Thailand, Malaysia, and
Indonesia).
CSR Committee and Promotional Organization
Company-wide
committees
Company-wide crossdivisional committees
CSR Committee
CSR Committee Secretariat
Risk Management Committee
Board of
Directors
President
Corporate Ethics
Committee
Legal Compliance
Committee
Human Rights
Promotion Committee
Safety, Health, and
Environment Committee
Global Environment
Global Environment
Subcommittee
Committee
Recycling Committee
Product
Safety Committee
Communications Committee
Division- and plantlevel committees
Saiful Mazuari Osman
Risk Management
Committee
CSR/Legal
Compliance Committee
Human Rights
Promotion Committee
Traffic Safety Subcommittee
Safety and Health Committee
Environment and
Accident Prevention Committee
Recycling Committee
Product Safety Committee
Leader, CSR Secretariat
Penfibre Sdn. Berhad
Following Toray Group’s selection of “CSR
Innovation” as one of its business strategies
and the decision to actively expand CSR
activities to regions outside Japan, Penfibre was appointed as
Model Company in Malaysia to promote CSR line activities. After
Penfibre’s president announced the launch of CSR activities in his
capacity as the CSR Committee chairman in March 2007, we
created a company-wide organization including both fibers and
films business to promote the CSR program.
We aim to become an ideal CSR model company by encouraging understanding and participation on the part of all employees.
Security Trade Administration Committee
Non-CSR Affairs Committee
20-21
2
CSR Guidelines
CSR Guideline
1 2 3 4 5 6 7 8 9 10
Uphold Corporate Ethics and Comply with Laws
and Regulations
Uphold Corporate Ethics and Comply with Laws
and Regulations
Kiyoshi Fukuchi
Vice President, General Manager
Personnel and Industrial
Relations Division
Toray Group will conduct ongoing educational activities concerning corporate
ethics and legal compliance while taking action as necessary to adjust to legal and
other changes in the environment in which we operate.
1. The Group continued educational activities at Toray and 115 Japanese and
overseas subsidiaries and affiliates.
2. The Group implemented “FY 2006 CSR and legal Compliance Line Activities” in
all workplaces
3. The Group sought to enhance security trade administration training, build
internal control systems, and develop a distribution system for legal reform
information on a company-wide basis.
Commitment
In extensive business operations in 21 countries and regions worldwide, Toray Group considers
corporate ethics and legal compliance to be among its most important management issues.
Observing applicable laws and regulations in international society and in each of the countries
within which we operate is critical, as is contributing to society as a good corporate citizen
through programs that are grounded in local conditions. Going forward, we are committed to
acting as a model in steady, thoughtful action by fostering an understanding of the importance
of corporate ethics and legal compliance on the part of every employee and ensuring that the
imperative of compliance is put into practice throughout the Group’s everyday activities.
Emphasizing Corporate Ethics and
Legal compliance
Toray Group considers corporate ethics and legal compliance
to be among its most important management issues. Based on
a clearly defined stance and the leadership of top management , Toray Group works together toward this goal.
Framework for Promoting Corporate Ethics
and Legal Compliance
Corporate Ethics Committee
Chair
President
Members
Members of the Board and Chair of Toray Labor Union
Observers
Auditors
Secretariat
Personnel Department
Legal Compliance Committee
Chair
Executive Vice President and Representative Member of the Board in Charge of CSR
Members
Executive Vice Presidents and Representative Member of the Board,
Senior Vice President and Representative Member of the Board;
General Manager of Manufacturing Division, General Managers of General Administration
and Legal Divisions, General Manager of Internal Control Department,
and representatives from the division- and plant-level CSR/Legal Compliance Committees
Observers
Auditors
Secretariat
Division and Plant-level CSR/Legal Compliance Committees
Chair
Division or plant general manager
Members
In principle, the general managers of each department,
but additional members can be added as needed.
Plant-level committees also include branch labor union leaders.
Promoting Corporate Ethics and Legal Compliance
The figure to the lower left illustrates the framework within
which Toray promotes corporate ethics and legal compliance.
The Corporate Ethics Committee, which is chaired by the
president, discusses policies related to corporate ethics and
the employee code of conduct, and encourages labor and
management to work together for CSR efforts. The Legal
Compliance Committee is primarily composed of front-line
section managers and works to facilitate closer communication with top management. The Division- and plant-level
CSR/Legal Compliance Committees develop on-site activities
based on individual employees’ awareness of related issues.
During FY 2006, the Group sought to augment the activities by creating a new Corporate Ethics and Legal Compliance
Group in Toray’s Affiliated Companies Division to oversee the
promotion of related activities, added to the previously established CSR/Legal Compliance Committees at each Japanese
subsidiary and affiliate. We also strengthened our compliance
framework by appointing directors and section heads in
charge of legal compliance at all subsidiaries and affiliates.
We also continued to establish CSR/Legal Compliance
Committees at overseas affiliates, and as of March 31, 2007,
committees have been established at 63 overseas companies.
All Toray executives and employees (including part-time
and temporary personnel) receive the Corporate Ethics and
Legal Compliance Handbook, which indicates the Code of
Conduct and detailed explanations and notes. The second
edition of the Handbook was published in April 2007 in
response to revisions of the Group’s Management Philosophy,
changes in applicable laws and regulations, and other new
information.
The Group also creates similar codes of conduct, guidelines, handbooks, and other
information for Japanese and
overseas subsidiaries and affiliates with CSR/Legal Compliance
Committees.
Corporate Ethics and Legal Compliance
Handbook
Related article
See page 19 for the complete text of the Corporate Ethics and Legal
Compliance Code of Conduct.
Employees who witness or suspect a corporate ethics or
legal compliance violation are, in principle, to first report to
or consult with their direct superior. If unable to do so, they
may opt to take the issue to the consultation office operated by their division or plant, or directly contact the
chairperson or secretariat of the Legal Compliance
Committee by means of a special hotline or email. During
FY 2006, at the request of the labor union in response to
the enactment of the Whistleblower Protection Act, we
added representatives of the labor union to reporting and
consultation offices. The Executive Meeting, attended by
representative directors, also accepts a range of proposals
and opinions from employees regarding corporate ethics
and legal compliance.
We are aggressive about protecting the confidentiality of
employees reporting possible violations. During FY 2006,
provisions prohibiting discrimination against employees
making such reports or seeking advice, and establishing disciplinary action for false accusations, were added to labor
contracts and company regulations.
Reporting and Consultation Channels
Corporate Culture Based on Ethics and
Legal Compliance
Toray encourages autonomous and voluntary educational
activities in every workplace to help spread employee
awareness of corporate ethics and legal compliance issues.
Workplaces regularly discuss such issues at monthly
meetings, conduct study groups, and research case studies in corporate misdeeds reported by the media.
Company-wide activities and initiatives in FY 2006
included efforts to enhance legal compliance training in
security trade administration and the deployment in
November of a Legal Reform Information Distribution
System through which information about changes in laws
that are applicable to the Group’s activities is sent out to all
divisions as well as Japanese subsidiaries and affiliates in a
weekly email. We also launched a Company-wide
CSR/Legal Compliance Bulletin Board system on the
Company intranet in February 2007 as part of an effort to
strengthen our ability to distribute information about legal
compliance issues.
Corporate Ethics and Legal Compliance Code of
Conduct and the Handbook
All Toray Group executives and employees are obligated to
observe the specific provisions of the Corporate Ethics and
Legal Compliance Code of Conduct adopted in October 2003
in all of their corporate activities, both in Japan and overseas.
Violations of these rules result in strict punishment pending an inquiry conducted by the Rewards and Sanctions
Committee and are followed by disclosure of relevant information, an investigation of cause, and action to prevent a
recurrence.
Establishing and Operating Reporting and
Consultation Channels
Legal Focus, Toray’s legal reform information website
(operated by Dai-Ichi Hoki Co., Ltd.)
Executive Meeting
Responsible director or
division or
plant general manager
Chairperson or Secretariat
(Personnel Department)
Local CSR/
Legal Compliance
Committee
Upper-level manager
First
step
Direct superior
Reporting and consultation office
(Member of Legal
Compliance Committee / Labor Union)
Employee witnesses or suspects illegal activity, violation of
internal company rules, or deviation from social norms
Strengthening Security Trade Administration
Following a warning issued in May 2006 by the Ministry of
Economy, Trade and Industry regarding an application for
authorization to export certain products to Taiwan, Toray
and Toray International immediately established the
Security Trade Administration Countermeasures Division
and the Security Trade Administration Department. These
new organizational entities were created to form the basis
of a framework for administering exports via third countries,
three-country transactions, and imports by overseas affiliates
in response to increasingly strict domestic and international
regulations. Other FY 2006 initiatives saw the Group conducting training for all offices and plants, surveying relevant
divisions and departments, and providing guidance in
implementing improvements. We also continued to build
organizational frameworks for Japanese and overseas
subsidiaries and affiliates that handle listed (controlled)
substances and provide relevant training.
22-23
3
CSR Guidelines
CSR Guideline
1 2 3 4 5 6 7 8 9 10
Emphasize Safety, Accident Prevention,
and Environmental Preservation
Emphasize Safety, Accident Prevention, and
Environmental Preservation
Responsible Care (RC) Activities
Akihiro Nikkaku
Overall Coordinator for the
Product Safety and Quality
Assurance Planning Department
General Manager,
Manufacturing Division
The Safety, Health, and Environment Committee will spearhead implementation of
the 2006 company-wide Safety, Health, and Environment Action Policy.
Environmental preservation efforts will focus on meeting the targets laid out in the
Second Three-year Environmental Plan and formulating the Third Three-year
Environmental Plan.
1. The Group met targets in the Second Three-year Environmental Plan, which
ended with FY 2006, in reducing emissions of greenhouse gases, SOx and NOx,
and PRTR chemical substances.
2. The Group redoubled Zero Accident Program efforts in light of 31 industrial
accidents, two of which were serious.
*1 The Globally Harmonized System of chemical product categories and
labeling.
Commitment
In the critical area of safety, we are striving to achieve the world’s lowest rate of lost-worktime
injuries by pursuing the Step-up 3Z (Zero Accident Program), an important part of the IT-2010
Manufacturing Technology Innovation Project. Environmentally, we are working to further lower
the impact of our operations and contribute to the realization of a recycling-based society by
achieving the targets set forth in the Third Three-year Environmental Plan adopted in FY 2007.
Safety, Health, Accident Prevention, and
Environmental Preservation Promotion System
Unified Management of Safety,
Health, Accident Prevention, and
Environmental Preservation Issues
●Recycling Committee
●Global Environment Subcommittee
Overseas subsidiaries and
affiliates (by country and region)
●Safety, Health, Accident Prevention,
and Environment Conference
and Environment Managers Conference
and Environment Committee
Japanese subsidiaries
and affiliates
Overseas subsidiaries
and affiliates
●Safety, Health Accident Prevention,
●Safety, Health Accident Prevention, ●Safety, Health, Accident Prevention,
and Environmental Audits
Toray’s plants, divisions
●Safety, Health, Accident Prevention, ●Mutual Inspections by Country
and departments
and Region
and Environmental Audits
●Environmental Preservation
●Mutual inspections of safety and
Management Committee
accident prevention
●Safety and Health Committee
●Safety, Health, Accident
Prevention, and Environmental Audits
●Mutual inspections by general managers of manufacturing departments
●Mutual inspections of safety and accident prevention
Toray Group Safety, Health, Accident Prevention, and
Environmental Action Policies for 2006
Health
Accident
Prevention
Environment
2007 Safety, Health, Accident
Prevention, and Environment
Conference for Japanese
Subsidiaries and Affiliates
●Safety, Health, and Environment Committee
●Global Environment Committee
Japanese subsidiaries and
affiliates (nationwide)
Safety
Related article
See page 32 for more information about workplace safety.
Safety, Health, Accident Prevention, and
Environmental Audits
Toray Group conducts annual Safety, Health, Accident
Prevention, and Environmental Audits to evaluate and
improve conditions and management at all manufacturing
companies and plants. Specifically, the audit process encompasses three stages: an internal audit at each plant using a
uniform auditing checklist, a preliminary on-site audit or
document audit by the auditing staff, and an executive
audit by Toray’s board of directors and representatives or
supervisory company presidents for each region or country.
During FY 2006, audits conducted at a total of 13 Toray
plants and laboratories, 25 plants at Japanese subsidiaries
and affiliates, and 40 plants at overseas subsidiaries and
affiliates focused on issues such as the dangers of oxygen
deficiency and forklift safety countermeasures.
ISO14001 Certification
As part of our RC activities, we have been working to
acquire certification under the ISO14001 international standards for environmental management. All 12 of Toray’s
plants have already been certified. During FY 2006, 1
Japanese subsidiary as well as 6 overseas subsidiaries/affiliates and 7 associated plants were certified, bringing the
total to 42 subsidiaries/affiliates and 58 plants.
A Safety, Health, Accident Prevention, and Environmental Audit in progress
Toray’s company-wide committees
Common
Toray Group seeks to manage safety, health, accident prevention, and environmental preservation issues in a unified,
Group-wide manner that includes Japanese and overseas subsidiaries and affiliates. Each year we identify Safety, Health,
Accident Prevention, and Environmental Action Policies and
pursue their implementation throughout the Group; in
2006, we addressed the 16 Priority Actions listed in the
table to the lower right. The company-wide Safety, Health,
and Environment Committee reviews conditions at all Group
companies and plants as well as associated performance in
these areas to discuss and determine future directions and
policies. Issues involving environmentally friendly products,
product recycling, and global warming countermeasures are
the responsibility of the Global Environment Committee.
Each November we host the Toray Group Safety Meeting
in Japan to promote safety awareness. This educational program is typically attended by more than 200 guests including
the president and other directors of the Board of Toray and
its Japanese subsidiaries and affiliates, as well as plant general
managers and other employees.
Although chemical substances play an indispensable role in
modern society, they can have adverse effects on human
health and the natural environment if handled improperly.
Responsible Care refers to the responsible and voluntary
implementation of appropriate safety, health, and environmental measures when handling chemical substances
throughout the product lifecycle, from development and
manufacturing to distribution, use, and disposal. Toray has
been an active member of the Japan Responsible Care Council
(JRCC) since its establishment in 1995. FY 2006 initiatives
focused on reviewing and rebuilding a new chemical
substance notification system and pursuing GHS*1 compliance.
Policies
Priority Actions
• Improve workplace
discipline
• Enhance risk
management
● Hold meetings before and after work
● Enhance education and management structures (laws, SOP)
● Execute Business Continuity Plan (BCP) in the event of a major earthquake
● Enhance risk management and strengthen response capability
● Strictly follow SOP
• Follow basic safety ● Enforce use of protective equipment and enhance
rules
associated management
● Develop countermeasures for serious near-accidents and
• Eliminate nearapply horizontally throughout organization (increase safety of
accidents
rotating parts and moving parts on machinery)
• Rigorously manage ● Emphasis on handling and management of chemical substances
● Promote mental health management
occupational health ● Pursue asbestos countermeasures
● Systematically promote anti-earthquake measures
(using both “hardware” and “software”)
• Enhance accident ● Review fire prevention equipment and associated
prevention measures
management methods
● Review and improve accident prevention and environmental
measures at chemical plants
• Achieve targets
● Achieve targets for reducing environmentally harmful emissions
established by the ● Strive to achieve zero emissions
Second Three-year
Environmental Plan ● Pursue green procurement and green purchasing
ISO14001 Certification (As of March 31, 2007)
Toray: All 12 plants
REACH Regulation Compliance
Shiga, Seta, Ehime, Nagoya, Tokai, Aichi, Okazaki, Mishima, Chiba, Tsuchiura,
Gifu, Ishikawa
The European Union’s new REACH*2 chemical regulations
took effect in December 2006, extending comprehensive
controls to existing chemical substances. Toray Group
formed a REACH Countermeasure Promotion Department to
oversee compliance with the new regime and established
structures to pursue compliance at all Toray divisions and
departments as well as Japanese and overseas subsidiaries
and affiliates. We are currently identifying targeted products in preparation for preliminary registration, which starts
in June 2008.
Japanese subsidiaries and affiliates: 30 plants at 18 companies*
Du Pont-Toray Co., Ltd.; Opelontex Co., Ltd.; Toray Textiles, Inc.;
Toray Coatex Co., Ltd. (Kyoto, Chemical Products Plant);
Toray Monofilament Co., Ltd.;
Toyo Tire Cord Co., Ltd.; Toyo Plastic Seiko Co., Ltd. (Mishima, Koriyama);
Toray PEF Products Inc. (Konan, Tsukuba); Toray Advanced Film Co., Ltd.
(Mishima, Takatsuki, Fukushima, Nakatsugawa);
Dow Corning Toray Co., Ltd. (Chiba, Fukui);
Toray Fine Chemicals Co., Ltd. (Moriyama, Matsuyama, Tokai, Chiba);
Toray Engineering Co., Ltd. (Numazu);
Soda Aromatic Co., Ltd. (Noda, Koriyama, Okayama Chemicals);
Toray ACE Co., Ltd. (Ehime); Suido Kiko Kaisha, Ltd.;
Ichimura Sangyo Co., Ltd.; Toray International, Inc.; Chori Co., Ltd.
*In addition to the companies listed here, 12 subsidiaries located on the grounds of Toray plants have
also received certification.
*2 REACH: Registration, Evaluation, Authorization and Restriction of
Chemicals
Overseas subsidiaries and affiliates: 28 plants at 24 companies
Examining Environmental Efficiency Indicators
USA:
A variety of environmental efficiency indicators have been
proposed recently to express the relationship between business activities and their environmental impact. Because no
standard approach has yet been determined for calculating
an integrated indicator that incorporates various environmental impacts, Toray Group is experimenting with expressing the results of environmental initiatives by calculating
separate environmental efficiency indicators for principal
environmental evaluation items instead of using an integrated indicator.
Toray Plastics (America), Inc. (Rhode Island, Virginia);
Toray Resin Co.; Toray Fluorofibers (America), Inc.
UK:
Toray Textiles Europe Ltd.
France:
Toray Plastics Europe S.A.
Italy:
Alcantara S.p.A.
Czech Republic: Toray Textiles Central Europe s.r.o.
Indonesia:
P.T. Century Textile Industry Tbk; P.T. Easterntex;
P.T. Indonesia Toray Synthetics
Thai Toray Textile Mills Public Co., Ltd.; Thai Toray Synthetics Co., Ltd.
Thailand:
(Bangkok, Ayutthaya); Luckytex (Thailand) Public Co., Ltd. (Mill-2)
Penfibre Sdn. Berhad (Mill-3); Penfabric Sdn. Berhad (Mill-3, Mill-4);
Malaysia:
Toray Plastics (Malaysia) Sdn. Berhad
China:
Toray Fibers (Nantong) Co., Ltd.;
Toray Sakai Weaving & Dyeing (Nantong) Co., Ltd.;
Toray Plastics (Shenzhen) Ltd.; Toray Film Products (Zhongshan) Ltd.;
Toray Sanko Precision (Zhongshan) Ltd.;
Toray Fibers & Textiles Research Laboratories (China) Co., Ltd.
Korea:
Toray Saehan Inc.; STECO, Ltd.
Related article
See pages 58 to 59 for more information about environmental
efficiency indicators.
Colored companies and plants gained certification during FY 2006.
24-25
CSR Guidelines
Three-Year Environmental Plans
Toray Group is pursuing systematic efforts to reduce its environmental footprint by setting a basic environmental policy
for the medium-term.
The Second Three-Year Environmental Plan ended in FY
2006 after guiding dramatic progress in reducing emissions
of greenhouse gases (GHG), chemical substances, SOx, NOx,
and dust. Overseas subsidiaries and affiliates could not
achieve the plan’s targets due to production increases,
although they made efforts to reduce atmospheric emissions of chemical substances and total waste.
1 2 3 4 5 6 7 8 9 10
Toray is working systemically to reduce greenhouse gas emissions and prevent global warming through measures such as
conserving energy and converting to more environmentally
friendly fuels.
Toray’s action on Global Warming Initiatives
Results of the Second Three-Year Environmental Plan
Theme
Prevention of
global
warming
Manegement
of chemical
substances
FY 2006 Target
(1) Reduce greenhouse gas emissions
(FY 2008 target compared to FY 1990)
Toray GHG: 10% reduction
CO2: Reduce to FY 1990 levels
(2) Energy conservation
Toray: Reduce unit energy consumption by 1% annually
Japanese subsidiaries and affiliates*1: Reduce unit energy
consumption by 1% annually
Results
GHG: 9.6% reduction (FY 2008 forecast: 12% reduction)
CO2: 1.7% increase
Toray: 3.5% reduction in unit energy consumption
Japanese subsidiaries and affiliates: 1% reduction at 11 plants
Evaluation Reference Page
○
△
○
▲
Reduce chemical substances emitted to atmosphere
Toray (compared to FY 1995)
PRTR Law substances: 80% reduction
JCIA PRTR substances: 70% reduction
PRTR Law substance emissions: 74% reduction
JCIA PRTR substance emissions: 78% reduction
△
○
Japanese subsidiaries and affiliates (compared to FY 1998)
PRTR Law substance emissions: 66% reduction
JCIA PRTR substance emissions: 62% reduction
○
○
27
27
28
Toray has established the goal of reducing GHG emissions
by 10% compared to FY 1990 levels by FY 2008. Steady
energy conservation efforts during FY 2006, including the
conversion of boilers at the Shiga Plant and a cogeneration
system at the Chiba Plant to city gas and reductions in heat
loss, generated steady progress as we reduced emissions by
9.6% compared to FY 1990 levels.
Toray has also set a target of a 1% annual reduction in
unit energy consumption, and in FY 2006 we achieved a
3.5% reduction. Steady efforts at each plant and energy
conservation assessments by company experts contributed
to this success.
GHG Emissions (Toray)
28
Air quality
Water
quality
Waste
reduction
PRTR Law substance emissions: 9% increase
JCIA PRTR s substance emissions: 12% increase
×
×
28
SOx emissions: 40% reduction
NOx emissions: 15% reduction
Dust emissions: 40% reduction
SOx: 2,626 tons (48% reduction)
NOx: 2,353 tons (18% reduction)
Dust: 175 tons (45% reduction)
○
○
○
29
BOD emissions: 20% reduction
COD emissions: 20% reduction
BOD: 1,271 tons (19% reduction)
COD: 940 tons (11% reduction)
△
▲
Toray
Total waste generated: 27% reduction over FY 1998
Landfill waste: 5% or lower of total waste generated
Recycling rate: 95% or higher
Total waste generated: 0.6% increase
Landfill waste: 2.0%
Recycling rate: 93.0%
×
○
△
Japanese subsidiaries and affiliates
Total waste generated: 20% reduction over FY 1998
Landfill waste: 5% or lower of total waste generated
Recycling rate: 75% or higher
Total waste generated: 15% increase
Landfill waste: 3.8%
Recycling rate: 83.3%
×
○
○
200
100
42
The Third Three-Year Environmental Plan that took effect
in FY 2007 articulates Toray Group’s overall approach to
environmental issues by establishing Group-wide targets.
14
16
213
231
216
212
216
90
03
04
05
06
31
○: Target achieved △▲: Nearly achieved ×: Target not achieved
We are committed to reducing the environmental effect of
our operations and pursuing steps to achieve a recycling-based
society even as we plan for increased production by implementing environmental countermeasures on an ongoing basis.
Toray Sanko Precision (Zhongshan)
Ltd. is continuing energy conservation activities with the goal of
reducing power consumption
by 1,200 megawatt-hours per
year under the guidance of a
Joint activities by Toray Sanko Precision
senior expert from Toray.
(Zhongshan) and Toray Industries (South
08 (Fiscal year)
(Target)
Carbon fiber composite materials help reduce fossil fuel
consumption by enabling
more lightweight designs for
aircraft and automobiles. We
are working to develop manufacturing processes that use at
least 10% less energy compared Discussion at the Torayca*
Technical Department
to conventional processes.
Related article
See page 13 for more information about the contribution of carbon
fiber composite materials to energy conservation.
Energy
Unit energy consumption
(Index)
100
91.3
100
93.0
91.7
30
88.4
80
Initiatives to Protect the Ozone Layer
60
Toray halted use of chlorofluorocarbons (CFCs) in all manufacturing processes in 1994. We have also stopped purchasing
CFCs for use in refrigerators and are working to replace existing CFCs with alternative compounds.
20
30.3
Third Three-Year Environmental Plan
25
213
(Million gigajoules)
*1 Type 1 energy control designated plants
30
Energy Consumption and
Unit Energy Consumption Index (Toray)
31
Taking Energy Conservation Activities Overseas
Developing New Manufacturing Processes to
Improve Efficiency
CO2 emissions
52
(Base year)
40
Construction is ongoing on a
project to increase overall efficiency by conversion from fuel
oil to natural gas and deploying a cogeneration system. The
new system, which is designed
to reduce emissions by another
40ktCO2, should come online in Shiga Plant
January 2008.
China)
0
30
Deployment of a Natural Gas Cogeneration
System at the Shiga Plant
N2O emissions
(10,000 tons, CO2)
300
Overseas subsidiaries and affiliates (compared to FY 2000)
32.7
31.0
29.5
30.0
10
40
20
0
0
90
03
04
05
06
(Fiscal year)
(Base year)
FY 2006 Results and FY 2007 Plan (Initiatives to Prevent Global Warming)
Area
Prevention of
global warming
Manegement
of chemical
substances
Waste reduction
New Targets (FY 2010 targets)
Toray: 6% or greater reduction in greenhouse gases over FY 1990
Toray Group (Japan): 15% or greater reduction in greenhouse gases per unit sales over FY 1990
Individual target for subsidiaries and plants (including overseas): 2% or greater annual reduction in unit energy consumption
1% annual reduction in unit energy consumption
3.5% year-on-year reduction
FY 2007 plan
CO2 reduction to FY 1990 level
Japan
1% annual reduction in unit energy consumption
1% or greater reduction at 11 plants
Continue regular energy conservation activities and
energy conservation assessments
Overseas
Separate targets by company
Conducted an energy conservation
assessment at 6 plants
Toray
*2 Percentage of waste not put to effective use (i.e., waste disposed of in landfills, by simple incineration, etc.).
*3 Recycling rate (%) = (recycled wastes + valuable resources) + (total waste generated + valuable resources) x 100
FY 2006 progress
9.6% reduction in GHG emissions over FY 1990 Install natural gas cogeneration system at the Shiga Plant
1.7% increase in CO2 emissions over FY 1990 Complete fuel conversion for the boilers at the
Mishima Plant
Atmospheric emissions of PRTR Law target substances, Toray Group: 55% reduction over FY 2000
Atmospheric emissions of volatile organic compounds (VOCs), Toray Group: 55% reduction over FY 2000
Pursue the goal of zero emissions
Percentage of simply disposed waste*2, Toray Group: 34% or lower
Percentage of landfill waste, Toray Group (Japan): 5% or lower
Recycling rate*3, Toray Group: 85% or higher
Second Three-Year Environmental Plan (FY 2006 targets)
10% reduction in GHG
emissions over FY 1990*1
*1 FY 2008 target
26-27
CSR Guidelines
Voluntary Initiatives to Reduce
Atmospheric Emissions of Chemical
Substances
Consistent with its emphasis on the importance of reducing
atmospheric emissions of chemical substances, the Group has
reduced emissions of PRTR Law substances by 57%. The Third
Three-Year Environmental Plan also incorporates initiatives to
reduce atmospheric emissions of volatile organic compounds
(VOCs)*1.
Atmospheric Emissions of JCIA PRTR Substances
(Tons)
4,000
3,000
2,000
Number of target substances
Overseas subsidiaries and affiliates
46
73
Toray
91
○Reducing Atmospheric Emissions of PRTR
Substances
Law * 2
Toray achieved a year-on-year reduction in emissions of 9%
in FY 2006, although it couldn’t completely reach the
Second Three-Year Environmental Plan’s target of a 74%
reduction over the base year FY 1995. Japanese subsidiaries and
affiliates achieved their targets for the second year in a row
with a 66% reduction over FY 1998 levels. Overseas subsidiaries
and affiliates reduced emissions 5% compared to the previous
year, although increases in production since 2003 make that
equivalent to a 9% increase in emissions over FY 2000 levels.
Atmospheric Emissions of PRTR Law Substances
(Tons)
2,500
2,000
1,500
Toray
FY 2006 reduction target
30% reduction
60% reduction
80% reduction
391
796
1,000
500
Number of target substances
34
46
59
426
445
1,070
460
370
(Base year)
342
03
348
04
0
57% reduction
(Group-wide) 63% reduction
(Group-wide)
450 428
274
259 270
318
307 279
214
05
06
06 (Fiscal year)
(Target)
Note: The base year is the fiscal year in which surveys began (Toray: 1995; Japanese subsidiaries
and affiliates: 1998; overseas subsidiaries and affiliates; 2000).
○Reducing Atmospheric Emissions of
Substances
JCIA * 3
PRTR
Toray and its Japanese subsidiaries and affiliates achieved
year-on-year reductions of 22% and 8%, respectively, during FY 2006, achieved Second Three-Year Environmental
Plan targets. Overall the Group reduced emissions by 60%
over the base year.
○Voluntary Reductions Under the Third Three-Year
Environmental Plan
The Third Three-Year Environmental Plan established the
target of reducing Group-wide atmospheric emissions of
PRTR Law substances by 55% over FY 2000 levels, reflecting
We met all voluntary reduction targets laid out in the
Second Three-Year Environmental Plan thanks to active
efforts at the Shiga Plant, Chiba Plant, and other facilities to
convert from fuel oil to city gas.
448
988
689
468
860
542
04
60% reduction 60% reduction
(Group-wide) (Group-wide)
481 457
285
679
703 644
437
05
340
06
460
06 (Fiscal year)
03
(Base year)
(Target)
Note: The base year is the fiscal year in which surveys began (Toray: 1995; Japanese subsidiaries
and affiliates: 1998; overseas subsidiaries and affiliates; 2000).
our commitment to continue to pursue voluntary reductions. We are also extending our reduction efforts from
JCIA PRTR substances to include all VOCs, with the goal of
cutting overall Group emissions by 55% compared to FY
2000 levels.
*1 VOCs: Japan’s Air Pollution Control Law was revised in 2004 to establish the target of cutting nationwide atmospheric VOC emissions by
FY 2010 by 30% compared to FY 2000, through emissions regulations
and voluntary efforts by emitters.
*2 Law designed to assess environmental emissions of certain designated
chemical substances and encourage improvements in their management.
*3 Japan Chemical Industry Association
(Tons)
Toray Group met the reduction targets laid out in the Second
Three-Year Environmental Plan with FY 2006 emissions of
SOx and NOx each falling by 12% and emissions of dust rising
by 2%. The conversion of fuel oil boilers at the Shiga Plant
and Chiba Plant to use city gas enabled particularly significant reductions in SOx and dust emissions.
Efforts to switch to low-sulfur fuels and strengthen
operational management at Japanese subsidiaries and
affiliates helped lower emissions compared to the previous fiscal year.
At overseas subsidiaries and affiliates, aggressive efforts
over the last two or three years to convert boiler operation
from fuel oil to natural gas at companies in Southeast Asia
drove dramatic reductions of 56% for SOx, 50% for NOx, and
56% for dust compared to the base year FY 2001.
As a result, the entire Group posted significant reductions of 52% for SOx, 39% for NOx, and 53% for dust
compared to the base year (Toray: 1998; Japanese and
overseas subsidiaries and affiliates: 2001).
Atmospheric Emissions (Toray)
(Tons)
SOx
NOx
Dust
6,000
5,003
3,364
3,251
2,991
2,666
2,626
2,462
2,353
2,308
2,856
2,000
319
0
182
98
192
03
04
198
05
3,000
2,420
190
175
06
06 (Fiscal year)
(Target)
(Base year)
Atmospheric Emissions (Japanese Subsidiaries and Affiliates)
Initiatives at Overseas Subsidiaries and Affiliates
Toray Plastics (Malaysia) Sdn. Berhad continued efforts
begun last year to boost recovery of organic exhaust gases
during FY 2006.
The initiative is expected to yield maximum results during FY 2007 by reducing emissions by 63 tons, and the company plans to systematically implement similar initiatives in
the future.
SOx
NOx
Dust
5,967
5,000
4,000
4,803
3,570
2,924
2,565
2,201
2,000
1,699
1,489
1,028
1,000
609
492
0
03
04
05
506
06
(Fiscal year)
Initiatives at Toray
During FY 2006, boilers at the Shiga Plant were converted
to city gas began operation in November 2006, reducing
the environmental impact of Toray operations by cutting
emissions of SOx by 338 tons, NOx by 89 tons, and dust by
7 tons over approximately six
months of use.
Starting in FY 2007, yearround operation of the Shiga
Plant’s city gas boilers and the
conversion from heavy fuel oil
to city gas at the Mishima Plant
(operational in July 2007) are
expected to further reduce SOx
emissions over FY 2006 levels by
360 tons at the Shiga Plant and
800 tons at the Mishima Plant.
Overall Group emissions are
expected to decrease by 56% Natural gas boiler at the
compared to FY 2006 levels.
Mishima Plant
4,000
Regenerative combustion facility (2nd
stage) at the Chiba Plant
6,000
3,000
During FY 2006 we completed
the installation (2nd stage) of a
regenerative combustion facility for organic exhaust gases at
the Chiba Plant. The new facility, which will enable the plant
to reduce emissions by 14 tons,
is expected to become fully
operational during FY 2007.
Efforts to boost recovery of
process exhaust gases at the
Ehime Plant reduced emissions
by 7 tons.
Atmospheric Emissions (Overseas Subsidiaries and Affiliates)
Toray Group Performance
1,698
1,532
0
Initiatives to Prevent Air Pollution
407
1,000
Toray Group Performance and Future Initiatives
FY 2006 reduction target
30% reduction
60% reduction
70% reduction
1 2 3 4 5 6 7 8 9 10
(Tons)
SOx
NOx
Dust
100
80
84
78
82
60
40
30
20
8.1
0
03
50
43
37
15.2
19
11.9
6.3
04
05
06
FY 2006 saw a dramatic reduction in emissions in
Thailand, Indonesia, and Malaysia due primarily to the
completion of efforts to convert companies with high
atmospheric emissions to the use of natural gas. We plan
to continue working aggressively to convert equipment
to natural gas use.
We checked measurement of exhaust
gas concentrations
for companies in
Southeast Asia and
China using the
instrumental analysis
method, and we are
working to enhance
operational management.
Measurement of exhaust gas concentrations at
(Fiscal year)
Perfabric Sdn. Berhad
FY 2006 Results and FY 2007 Plan (Initiatives to Reduce Atmospheric Emissions of Chemical Substances)
FY 2006 progress
FY 2007 plan
Toray
70% reduction in JCIA PRTR substances
over FY 1995
78% reduction
Utilize catalytic combustion facility at the Ehime Plant.
Japan
over FY 1998
62% reduction
Implement measures at Toray Advanced Film Co., Ltd.
Overseas
over FY 2000
12% increase
FY 2006 Results and FY 2007 Plan (Initiatives to Prevent Air Pollution)
Toray
Implement measures at Toray Plastics (Malaysia) Sdn. Berhad.
FY 2006 progress
FY 2007 plan
40% reduction in SOx emissions over FY 1998
48% reduction
Convert fuel for boilers at the Mishima Plant
15% reduction in NOx emissions over FY 1998
18% reduction
Lower fuel-triggered NOx by converting fuel for boilers to natural gas
40% reduction in dust emissions over FY 1998
45% reduction
Convert fuel for boilers at the Mishima Plant
28-29
CSR Guidelines
Initiatives to Prevent Water Pollution
Toray Group purifies all wastewater from plant production
activities with activated sludge treatment and other systems
before release. Although we were not able to meet COD targets, we came extremely close to meeting BOD targets
because of improvements in manufacturing processes and
wastewater treatment facilities.
Toray Group Performance
Water Emissions (Toray)
BOD
COD
(Tons)
2,000
1,000
(Tons)
4,000
3,915
3,845
3,593
3,656
BOD
COD
2,000
1,000
804
647
581
598
0
03
04
05
06
(Fiscal year)
Note: BOD and COD figures reflect totals for 33 plants at 24 companies
Water quality improvement efforts at the Ehime Plant
included the construction of a new MBR treatment facility,
which began operation in
August 2006. Compared to conventional treatment facilities,
the plant’s high throughput
allows it to output treated
water at a higher level of purity
while maintaining higher acti- The Ehime Plant’s new MBR treatment
facility
vated sludge concentrations.
Initiatives at Japanese Subsidiaries and Affiliates
1,575
1,297
1,053
941
1,096
941
1,126
924
1,271
1,260
940
840
500
0
98
03
04
05
06
06 (Fiscal year)
(Target)
(Base year)
Note: BOD figures include all 12 plants and 1 research center. COD figures include the 6 plants subject to
Total Pollutant Load Control.
Water Emissions
(Japanese Subsidiaries and Affiliates)
BOD
COD
150
120
92.9
73.3
60
64.7
72.6
71.3
56.9
52.1
46.7
30
0
03
04
05
06
Zero emissions initiatives at the Chiba Plant of Toray Fine
Chemicals Co., Ltd. (TFC) include completely breaking down
highly concentrated organic liquid waste in spray combustion equipment and treating
liquid waste generated during
the polysulfide polymer manufacturing process with activated sludge and activated
carbon adsorption equipment
to reduce COD concentrations
Liquid waste spray combustion
to 5 mg/l or lower levels.
equipment at TFC (Chiba)
(Tons)
90
Water Emissions
(Overseas Subsidiaries and Affiliates)
3,000
Efforts to meet the Second Three-Year Environmental Plan
target of reducing BOD emissions by 20% were only able to
achieve a 19% reduction due to an emissions increase of
150 tons over FY 2006.
Although we reduced COD emissions by 11% compared
to the base year, a year-on-year increase of 1.7% prevented
us from reaching our voluntary reduction target. Going forward, we will be redoubling process improvements and
wastewater stabilization.
BOD emissions at Japanese subsidiaries and affiliates
increased 2% year-on-year due to increasing production, while
COD emissions fell 10%.
BOD emissions at overseas subsidiaries and affiliates rose
3% year-on-year in Southeast Asia and China, while COD
emissions fell 5%.
1,500
As a result, overall BOD emissions for Toray Group fell
34% compared to the base year (Toray: 1998; Japanese and
overseas subsidiaries and affiliates: 2001).
(Fiscal year)
Toray Plastics (Shenzhen) Ltd.
(TPSZ) constructed a new anaerobic coagulation treatment
facility capable of processing
300 cubic meters of wastewater from its resin compound
manufacturing process daily.
Note: BOD figures include 24 plants at 19 companies. COD figures include the 7 plants subject to
Total Pollutant Load Control.
Initiatives to Reduce Waste
Zero Emissions Activities
Toray Group is redoubling initiatives to improve recycling
rates and achieve zero emissions as part of larger efforts to
bring about a recycling-based society.
Toray Group defines zero emissions as a waste stream
where simply disposed waste accounts for 1% or less of
total waste generated, and each of our Group companies
and plants works to achieve zero emissions by pursuing
waste reduction activities. During FY 2006, 4 plants
achieved zero emissions for the first time to bring the total
to 13 plants at 9 companies, an increase of 2 plants over the
previous year.
Waste Reduction Activities
Despite reduction activities such as process stabilization and
recycling of waste products, the total volume of waste generated by Toray Group grew 5,000 tons over the previous
year to 9,300 tons, approximately 7,000 tons of which were
due primarily to increased production. Key reduction activities included the construction of a sludge dryer at the
Okazaki Plant to reduce waste volume, efforts to increase
throughput at TFC’s Chiba Plant wastewater treatment
facility to reduce the volume of wastewater that must be
treated at outside facilities, and the achievement of more
stable production at Indonesia Toray Synthetics through
enhanced cleaning at the company’s facilities to reduce
yarn waste.
During FY 2006, Toray Group reduced landfill waste by
3,000 tons compared to the previous year to 19,000 tons.
Toray’s landfill rate for FY 2006 was 2.0%, marking the
fourth straight year we have achieved the target of 5.0%.
Japanese subsidiaries and affiliates met targets for the
second straight year with a landfill rate of 3.8%.
Our recycling rate improved 1.9% over the previous year
to 93.0%, barely missing the target of 95%, while Japanese
subsidiaries and affiliates posted a recycling rate of 83.3%
to meet the target of 75% for the second year in a row. The
recycling rate for overseas subsidiaries and affiliates was
65.7%, an improvement of 0.8% over the previous year.
Total Waste Generated and Simply Disposed Waste
(Toray Group)
FY 2006 progress
20% reduction in BOD emissions over FY 1998
19% reduction
20% reduction in COD emissions over FY 1998
11% reduction
Toray
Total waste volume
Overseas
Japan
Toray
(1,000 tons)
100
80
35.1
33.3
31.6
40
0
Building on ongoing recovery and recycling of materials
including yarn waste and waste paper tubes, we achieved
zero emissions by implementing thermal recycling of waste
cloth contaminated with machine oil.
○Initiatives at Maruichi Fiber Co., Ltd. (Nou Plant,
Itoigawa Plant)
We achieved emissions by augmenting existing recycling of
materials such as waste yarn with efforts to utilize a neighboring recycling center to generate electricity from waste
incineration and to recover and recycle unburnable waste as
a raw material for cement production.
We share innovations at plants that have achieved zero
emissions among Group companies and plants to enable more
companies and plants to achieve that goal in the future.
Zero Emission Companies and Plants in FY 2006
Toray
Seta Plant, Okazaki Plant, Gifu Plant, Tsuchiura Plant
(Japan
Matsumoto Textiles, Toray Coatex, Maruichi Fiber (Nou Plant,
pItoigawa Plant),
p
g
Toyo Plastic Seiko (Mishima Plant),
Du Pont-Toray, Opelontex, Soda Aromatic (Koriyama Plant)
Overseas
Toray Film Products (Zhongshan)
Recycling Rate and Landfill Rate (Toray Group)
（％）
100
91.4
33.5
17.8
8.8
32.3
27.6
8.6
4.8
31.1
6.7
6.8
91.1
80.7
55.4
64.9
60
58.3
40
52.0
20.3
33.7
6.9
5.7
22.7
6.3
5
20
32.7
45.6
47.5
83.3
65.7
57.5
23.3
6.0
5.1
0
93.0
80.8
74.0
28.5
26.7
27.3
88.5
65.3
27.4
26.2
26.1
)
(Colored companies and plants achieved zero emissions for the first time during FY 2006.)
80
30.1
29.2
29.9
24.7
20
Simply disposed waste volume
Overseas
Japan
Toray
○Initiatives at Opelontex Co., Ltd.
86.2
60
11.7
4.4
4.1
4.7
3.8
3.8
Recycling rate
Toray
Japan
Overseas
Landfill rate
Toray
Japan
Overseas
2.0
(Fiscal year)
(Fiscal year)
98
03
04
05
06
98
03
04
05
06
(Base year)
(Base year)
Note: Overseas figures do not include Toray Saehan, which began tracking waste statistics in FY 2006. The inclusion of data for Toray Saehan improves the overseas recycling rate to 73.9% and the landfill rate to 50.3%.
4.4
New wastewater treatment facility at
TPSZ in China
4.1
3.8
2.0
FY 2006 Results and FY 2007 Plan (Waste Reduction)
FY 2006 progress
FY 2007 plan
Toray
Total waste generated of 24,500 tons or less
Landfill rate of 5% or lower
Recycling rate of 95% or higher
33,700 tons
2.0%
93.0%
Reduce simply disposed waste
Increase recycling rate
Japan
Total waste generated of 19,800 tons or less
Landfill rate of 5% or less
Recycling rate of 75% or lower
28,500 tons
3.8%
83.3%
Overseas
With no overall targets, individual companies set their
own targets for reducing waste
FY 2006 Results and FY 2007 Plan (Initiatives to Prevent Water Pollution)
1 2 3 4 5 6 7 8 9 10
FY 2007 plan
Reduce BOD and COD at the Ehime, Nagoya, and
Tokai Plants, and other plants
30-31
CSR Guidelines
Occupational Safety Initiatives
Zero Accident Initiatives
Toray Group is working to completely eliminate serious accidents and achieve the world’s lowest rate of lost-worktime
injuries through Zero Accident.
The first item in the Corporate Guiding Principles of Toray’s
Management Philosophy is “Safety and Environment,” reflecting the top priority we give to creating a safe workplace culture
and working environment. Since 2006 we have been pursuing
zero accident activities as one of the Manufacturing
Technology Innovation Projects under the IT-2010 mid-term
business strategies. The entire Group is working together to
meet the project’s target of completely eliminating serious accidents and achieving the world’s lowest rate of lost-worktime
injuries*1 (0.05 or lower). To do so, all companies, offices,
and plants create annual plans, and directors responsible for
the project manage plants’ efforts across the organization.
Similarly, responsible directors bring a perspective that
cuts across individual businesses to bear in creating and pursuing plans to address business-specific issues.
Group-wide Safety Activities
Key Toray Group safety
policies are determined
by the Safety, Health, and
Environment Committee
and communicated to
Japanese and overseas
subsidiaries and affiliates
through the Safety, Health,
Accident Prevention, and 25th Toray Group Japan Safety Meetingt
Environment Conference
for subsidiaries and affiliates. The annual Toray Group
Safety Meeting, which is attended by Toray’s president,
board members, office and plant general managers, presidents of Japanese subsidiaries and affiliates, and other
employees, provides an opportunity for participants to listen
first-hand to the policy objectives of top management, hear
reports on safety activities by Toray and Japanese subsidiaries and affiliates, and work together toward safety
activities and safety management, for example by applying
their respective strengths and innovations horizontally
across the Group.
*1 Number of fatalities and injuries causing lost work days per 1 million
man-hours.
Toray Group Safety Achievements
Toray Group experienced a total of 31 accidents in 2006 (Lost
work time and Non-lost work time), of which 3 occurred at
Toray, 13 at Japanese subsidiaries and affiliates, and 15 at overseas subsidiaries and affiliates. The rate of lost-worktime
injuries was 0.27 (Toray parent: 0.20), and the overall accident
rate including accidents that did not cause lost worktime was
0.39 (Toray parent: 0.27). These numbers compare favorably to
Japan’s overall manufacturing industry rate of 1.02.
Distribution Safety Initiatives
In addition to conducting accident preparedness drills, Toray
pursues a variety of voluntary safety activities to prevent accidents involving fires and explosions.
Toray works to ensure shipping safety by maintaining a system that facilitates emergency communications in the event
of shipping accidents and conducting emergency drills.
Voluntary Safety Inspections with Toray’s
Proprietary Checklist
Safety Management of Hazardous Substances
Toray Group has prepared the FP Checklist, a proprietary
checklist of 550 items relating to fire and explosion accident
prevention. The entire Group, including subsidiaries and
affiliates, works to prevent fire and explosion accidents by
utilizing the checklist to conduct voluntary annual inspections.
Preventing Recurrences by Sharing Accident
Information
In the event of a fire accident or near-accident, a Fire
Accident/Near-accident Report is issued as a means of sharing information throughout the Group to prevent similar
accidents from occurring in the future. The entire Group
implemented countermeasures to prevent recurring accidents following two serious accidents in 2006, when a heat
medium circulation pump caught fire at the Nagoya Plant
(see CSR Report 2006 for more information) and a lightning
strike sparked a fire at the Seta Plant.
Related article
See page 35 for more information about the lightning strike and fire
at the Seta Plant.
Principal 2006 initiatives
• Observe work standards
• Enforce use of protective equipment and
enhance associated management
• Develop countermeasures for serious near-accidents
and apply laterally throughout the organization
Accident Prevention Education and Drills
Number of Labor Accidents (Toray Group)
(No. of accidents)
300
250
200
Toray
(including regional affiliates)
150
100
50
0
90 91 92 93 94 95 96 97 98 99 00 01 02 03 04 05 06
Related article
See page 24 for more information about Toray’s system for promoting
safety, health, accident prevention, and environmental preservation.
Introduction of Automated External
Defibrillators (AED)
Toray placed AEDs, which were recently approved for
general use by the government, in all offices, plants, and
laboratories. Employees at all worksites are preparing for
accidents by undergoing training on how to use the devices
as well as in CPR techniques.
Labor Accident Frequency Rate (Toray Group)
(Rate)
4.0
3.5
3.0
2.5
2.0
1.5
1.0
0.5
0.0
Japanese manufacturing industries
(accidents causing lost worktime)
Toray Group (all accidents)
Toray Group
(accidents causing lost work time)
Lifesaving drill with an AED
(Nagoya Plant)
Toray Group companies believe that giving employees firsthand experience of the potential dangers of the chemicals
they handle and the frightening potential of fires and
explosions with test devices
increases the effectiveness
of accident prevention
efforts. To this end, we systematically conduct experimental demonstrations of
fires and explosions.
We also conduct systematic fire prevention drills
covering communications, Explosion demonstration (Shiga Plant)
evacuation, firefighting,
and other activities to minimize damage in the event of an accident. We
conducted comprehensive fire drills,
emergency task force drills, and emergency communication drills last year.
Dust explosion experiment
90 91 92 93 94 95 96 97 98 99 00 01 02 03 04 05 06
AED placement
(Tokyo head office)
(Year)
Accident Prevention Initiatives
2006 Safety Slogan
IT-2010 Achieve Zero Accident.
Everyone Keep the Basic Rule!
1 2 3 4 5 6 7 8 9 10
A variety of legal regulations such as the Fire Service Law,
High Pressure Gas Safety Law, and Poisonous and Deleterious
Substances Control Law require the assurance of safety
when transporting hazardous substances. Toray’s Hazardous
Substance Transport Safety Management Regulations govern matters related to the safe transport of combustible or
hazardous materials. We are working to conclude safety
agreements with customers, suppliers of raw materials and
resources, and distribution partners to define the specific
division of safety management roles and responsibilities
during shipment and material handling.
Initiatives to Reduce Distribution Accidents
The Transport Safety Law*2 enacted in October 2006 mandates improvements in distribution and transport safety. As
part of its responsibility as a shipper, Toray has long asked
distribution partners involved in shipping Toray products to
work aggressively to prevent overloading, and during FY
2006 we sought to increase the effectiveness of those
efforts by conducting random checks of truck weight at
each of our plants. In the future we will continue to work
with our distribution partners to reduce distribution accidents by regularly conducting similar activities.
*2 A law requiring shippers to establish and strengthen safety management systems.
Emergency Response
Toray maintains emergency
communication systems and
conducts emergency drills to
prepare for accidents that might
occur during the shipment of its
products. In the event that such
an accident were to occur, our
response systems are capable of
dispatching support personnel to
the accident site immediately. In
addition, drivers of shipping
vehicles carry Yellow Cards* 3
bearing descriptions of emergency measures for minimizing
damage at accident sites.
Yellow card
*3 Cards summarizing the names of any hazardous substances, applicable laws and regulations, hazardous properties, emergency accident
procedures, emergency reporting and contact information, methods
for minimizing the spread of damage, and other information.
(Year)
Firefighting drill (Tsuchiura Plant)
Emergency drill (Okazaki Plant)
32-33
CSR Guidelines
Environmental Accounting
Toray introduced environmental accounting in FY 1999 to
record environment-related investments and costs and calculate their effectiveness.
Accounting Results for FY 2006
Capital investment totaled 2.09 billion yen, primarily for
updating electrostatic precipitators on boilers, reducing
atmospheric emissions of chemical substances, enhancing
wastewater treatment facilities, and renovating product
recycling facilities.
Costs totaled 6.75 billion yen, of which 1.79 billion yen
was allocated to air quality efforts and 2.28 billion yen for
water quality efforts. Operating costs for existing exhaust
gas and wastewater treatment facilities accounted for the
majority of those charges.
These expenditures saved 570 million yen in energy costs
and 30 million yen in waste disposal costs while netting 980
million yen in sales of valuable recycled resources.
Toray Group Facility Investment in Safety, Health,
Accident Prevention, and Environmental
Preservation Projects
In addition to the environmental preservation, energy conservation, recycling, and other areas targeted by environmental
accounting, Toray tabulates facility investment related to
safety, accident prevention, and health. FY 2006 investment
in this category totaled 4.3 billion yen for Toray, 1.3 billion
for Japanese subsidiaries and affiliates, and 1.8 billion yen
for overseas subsidiaries and affiliates.
Safety investments centered on retrofitting existing
equipment to improve fundamental safety, while accident
prevention investments sought to strengthen buildings to
increase resistance to earthquakes. For domestic affiliates, to
reduce atmospheric emissions of chemical substances at
Toray Advanced Film Co., Ltd., while overseas investments
included boosting wastewater treatment facility capacity at
Penfabric Sdn. Berhad (Malaysia) and installing an exhaust
gas desulphurization facility on coal boilers at Toray Fibers
(Nantong) Co., Ltd.
1 2 3 4 5 6 7 8 9 10
Environmental Risk Management
Toray Group seeks to control and reduce environmental risk
in order to fulfill the “Safety and Environment” priorities
that occupy the top position in the Corporate Guiding
Principles of Toray’s Management Philosophy.
Managing Environmental Risk
Toray Group considers environmental risk management to
be a critical priority. The Safety, Health, and Environment
Committee deals with Group-wide directions and policies,
while individual plants strive to manage and reduce
environmental risks. These activities are reviewed during
annual Safety, Health, Accident Prevention, and
Environmental Audits.
In addition to conducting emergency response drills,
we work to increase individual employees’ awareness of
environmental issues by offering “wastewater eduction
tours” designed to show workers where the wastewater
they wash down the drain ends up.
“Wastewater education tours” at the Okazaki Plant
Toray FY 2006 Environmental Accounting
Toray Facility Investment
Costs
0.2
Business area costs
Item
Pollution
prevention
costs
Subcategory and description
Air (including CFC countermeasures)
Water quality
Noise and vibration
Greening
Foul odor and other
Global environment Energy conservation and
preservation costs global warming prevention
Resource
recycling costs
Upstream and
downstream costs
Industrial waste reduction,
recycling, disposal, and PCB
waste disposal services
Product recycling
Container and packaging recycling
Investments
(million yen)
InvestmeExpenses
(million yen))
704
726
7
2
215
1,794
2,282
29
278
17
246
n/a
119
Investment by 16.5
Toray
and affiliates
9.6
4.5
2.5
0.7
Employees observe the
route followed by wastewater at their workplace
¥1.82 billion
1.2
68
0
34
4
406
Social initiative costs
Regional initiatives, support
for organizations, etc.
0
34
0.5
1.7
Environmental
damage costs
SOx fines, soil purification, etc.
0
558
4.2
¥1.31 billion
3.1
Toray Facility Investments and
Environmental Preservation Costs
6,747
2,087
(Hundred million yen)
Effectiveness
80
Amount (million yen)
75.5
66.2
0
40.2
28.1
11.0
03
04
05
20.9
06
(Fiscal year)
Toray Environmental Accounting Standards
●Some
categories were changed based on the Ministry of the Environment’s
Guidelines for FY 2005.
●Only
economic effects that can be determined with a high degree of certainty are calculated. Presumed effects are not calculated.
●Capital
investment also includes investments for which environmental
preservation is not the main objective. Capital investment resulting from
leases is also included. Expenses include labor costs and depreciation.
However, internal labor costs related to local volunteer activities are
not included.
●Energy
cost reduction figures show the amount of reduction for 12 months
after the completion of an energy conservation facility. Expenses are not
recorded because they are deducted when the effect is calculated.
●Waste
disposal cost reduction figures show the amount of reduction
achieved through waste reduction efforts and resource recycling for 12
months after the measures are undertaken.
●In
Toray Group constructs embankments around facilities
and storage tanks holding hazardous or dangerous substances to prevent spills from leaking into the surrounding area or seeping into the soil.
We continue to deal with soil pollution that was discovered at the Nagoya Plant (see CSR Report 2005 for
more information) and have currently installed 71 purification wells. Similarly, we have installed 57 purification
wells at Toray Monofilament Co., Ltd. (see Toray Group
Environmental Report 2002 for more information), where
we continue to purify groundwater by pumping it up to
Lightning-triggered Fire at Seta Plant
67.5
63.1
40
574
31
975
Nagoya Plant
Environmental and Accident Prevention
Compliance and Accident Report
The Virginia Plant operated by Toray Plastics (America),
Inc. was cited with one violation in FY 2006 when the
contracted waste treatment volume exceeded the level
for which the plant had received a permit. Upon being
informed by the relevant regulatory agency of the mistake,
the company immediately took corrective action and
implemented a system of checks to ensure that the problem
would not recur.
Five accidents occurred at Toray Group facilities during
FY 2006, including a lightning-triggered fire at the Seta
Plant (see sidebar below). All were reported immediately
to the relevant local government which implemented
countermeasures to prevent a recurrence. In addition, the
Shiga Plant received a total of 18 complaints and requests
from local residents concerning wastewater odor, noise,
and other annoyances. We took these complaints
seriously and responded in good faith by making
improvements.
Environmental and Accident Prevention Incidents
in FY 2006 (Toray Group)
Administrative punishments due to
violations of laws and ordinances*1
1
Accidents, etc. (fires, explosions,
environmental accidents, etc.)
5
18
Complaints/requests (noise, odor, etc.)
*1 Includes improvement orders and fines. Improvement guidance and
recommendations are included in accident figures.
Environmental preservation costs
Environmental facility investments
120
Reduction in energy costs
Reduction in industrial waste disposal costs
Sales of valuable recycled resources
Environmental preservation
Energy conservation
Waste treatment and reduction
Recycling and other
Safety
Accident prevention
Health
subsidiaries
2.5 overseas
and affiliates
1.3
Discharge outside of
the plant
the surface and aerating it. Neither facility has fallen
below environmental standards, but steady cleanup work
is making a difference.
We are committed to conducting voluntary surveys,
reporting and otherwise disclosing survey results, and
undertaking purification
measures in the event that
Pumping and aeration facility at the
any pollution is discovered.
Soil and Groundwater Pollution Prevention
Investment by
0
Wastewater treatment
facility
1.2
0.3
Indirect labor costs, ISO
certification and maintenance,
environmental communications,
and education
Item
Investment by 7.0
2.5 Japanese
subsidiaries
¥4.32 billion
1,311
Management
activity costs
Total
2.5
12.5
allocating reserves to cover anticipated future expenses for PCB waste
disposal and other matters, the entire amount is expensed in the year the
reserves are allocated.
On August 12, 2006, a lightning strike sparked a fire at the Seta
Plant’s No. 2 Plant (Textile Development Center). The solid wood
construction of the facility’s roof and ceilings aggravated firefighting efforts, and approximately 11,000 square meters were
destroyed in the blaze. No employees were injured, although one
neighborhood resident was taken to the hospital for smoke
inhalation as a precaution (she was not seriously injured). Smoke
from the fire drifted into neighboring residential areas and inconvenienced residents, but we worked in good faith with the residents’association to wash cars and otherwise make amends.
Health Effects and Response to Asbestos
Toray Group has manufactured and imported building materials
containing asbestos in the past, and some of our buildings and
facilities were constructed using building materials and thermal
insulation containing asbestos.
Following our recognition in 2005 of asbestos as a serious
issue that was garnering increasing attention, we took action to
address facilities containing it and launched a program of health
examinations for approximately 3,000 interested current and past
employees who had handled even small amounts of asbestos in
the past. We are working in good faith with individuals diagnosed with asbestos-related health issues by helping them apply
for workers’ compensation and providing an ongoing program of
medical examinations. Our understanding of the health effects
on past and present Toray Group employees as of March 31,
2007, is described in the table below.
We have not been contacted about health issues by residents
living near affected facilities.
17 (10)
Certified occupational accidents (Toray Group)
Certified health victim based on the Asbestos Law (Toray Group)
4 (4)
Number of individuals (fatalities)
34-35
4
CSR Guidelines
CSR Guideline
Ensure Product Safety and Quality
1 2 3 4 5 6 7 8 9 10
Ensure Product Safety and Quality
Toray Group will continuously and systematically work to improve product safety
management through the Product Safety Committee, a forum for promoting
product safety issues throughout Toray Group, and maintain and improve our
quality assurance program as well as continuously improve product quality by
anticipating our customers’ needs.
Akihiro Nikkaku
Overall Coordinator for the Product Safety
and Quality Assurance Planning
Department
General Manager, Manufacturing Division
1. In addition to conducting thorough product safety checks before a product is
brought to market, The Group created a structure for following-up on product
safety after products have been introduced to the market.
2. The Group reviewed product safety control system of affiliated companies and
made appropriate changes where required.
3. To continue to improve product safety and quality assurance, a new organization
covering the entire company was established, together with new Quality
Assurance Departments in each business.
Product Safety System
Auditing and coordination
Product Safety
Committee
• Discuss important
issues
Instruction on
basic policies
Propose basic
policies
Propose
important issues
Direct ruling functions
President
Divisional and Departmental
Product Safety Committees
• Confirm safety of products placed on
the market
• Follow up on reports of the Product
Safety Review Board
• Follow up on MSDS preparation
• Discuss important issues, and formulate,
improve and eliminate standards
General manager of division or
department of new product
Approval to place new
product on the market
Director in charge of
manufacturing new product
New product
approval application
Product safety
managers
Product Safety
Managers Council
Products
Commitment
To implement an increased emphasis on product safety and quality which are critical to the company’s success, we created the Product Safety and Quality Assurance Planning Department with
a company-wide scope, as well as Quality Assurance Departments in each business area. This year
we will focus on these activities as we build the “Quality” and “Customer-focus” aspects of the
Toray Group corporate image in the 21st century.
Product Safety and Quality
Assurance at Toray
Newly-established Product Safety and Quality
Assurance Planning Department
As part of the “AP-Innovation TORAY 21” Long-term
Corporate Vision, Toray Group created the “Quality” and
“Customer-focus” aspects of its corporate image for the 21st
century, as a focus for unifying and driving product safety and
quality assurance.
To strengthen the quality assurance program for our
expanding international and OEM production activities, the
Product Safety and Quality Assurance Planning Department,
covering the entire Toray Group and under the direct supervision of the President, was established in December of
2006. At the same time, Quality Assurance Departments
were established in each business division’s Product Safety
Secretariat, by adding the function of quality assurance.
This is to further ensure product quality in a wide range of
business areas-fibers and textiles, films, plastics, composite
materials, electronics and information materials, pharmaceuticals and medical products.
The Product Safety and Quality Assurance Planning
Department sets product safety and quality policy for the
entire company, and provides guidance and management
for the individual Quality Assurance Departments. During
FY 2006, we reexamined the quality policy based on our
Corporate Philosophy, focusing on a customer-first, qualityfirst approach.
Quality Policy (revised June, 2007)
We give top priority to the product quality offered to our
customers as well as safety and environment in our
corporate activities. We work on the quality management
with the stance of “Customer First”
1. We make our best efforts to meet our customers’ expectations
with products and services of high satisfaction.
2. We commit ourselves to abide by the “Quality First”
principle, and to improve quality and reliability of our
product, in all our divisions such as sales, manufacturing
and research and development.
3. We establish the quality at the stage of design and
development, and ensure it in the manufacturing
process to meet quality requirements.
4. We continuously strive to organize, maintain and
improve our quality management system.
Product Safety Management Basic Policy
1. We shall place priority on the various measures
required to ensure product safety.
2. We shall conduct adequate safety evaluation prior to
marketing a new product.
3. For products already on the market, we shall take
note of information from customers and the general
public and always remain attentive to safety.
Thorough, Ongoing Product Safety Activities
Toray Industries’ product safety system is shown in the diagram on page 37. As the basis for product safety management, each year the Product Safety Committee sets out
product safety issues common to the entire company; then,
through discussions with the Product Safety Managers
Council, the Divisional and Departmental Product Safety
Committees plan comprehensive activities. During FY 2006
the product safety management systems at affiliated
Japanese and overseas companies were reviewed and
improvements put in place, including a move from GHS (a
globally-unified system for the classification and labeling of
Company-wide Secretariat
Advise
• Confirm safety of new product
• Discuss specific measures
• Discuss product safety
Divisional and
departmental secretariats
chemicals) to MSDS (Material Safety Data Sheets). Divisional
and departmental Product Safety Committees also meet
with the Product Safety Managers Council to set annual
product safety themes, and in close cooperation with those
in charge of production, technology and sales, work to
improve the level of product safety management.
To ensure both Japanese and overseas affiliates have the
same safety management as Toray, all have enacted the
product safety control regulations. The affiliated companies
division, each division and department mainly provide support and guidance so that the product safety level of the
entire Toray Group is improved.
Consult
Product Safety
Review Board
• Review product safety
• Company Products
marketed products,
products manufactured on contract,
products purchased, sold and
development prototype products
ately with product accidents, complaints, and near-accidents.
As we pursue a range of businesses that provide products
and services to both consumers and other businesses, our
respect for the “Eight Rights of the Consumer” is a fundamental and constant theme in our dealings with all customers.
We strive to ensure product safety and quality by undertaking
major programs and initiatives.
We are also working to improve accessibility for users of
major consumer goods, for example by staffing a toll-free
product inquiry number.
For more information on the “Eight Rights of the Consumer”
please see our website.
New Product Safety Confirmation
New product safety checks are undertaken by the Director in
charge of manufacturing new product. The examination
includes a safety check of the product itself, the MSDS, an
examination of the instruction manual (including warning
labels), catalogs and other safety information sources used by
the customer, as well as a confirmation of the environmental
impact of the product. When any doubts about product
safety emerge as a result of these checks, the Product Safety
Review Board, a group of impartial, knowledgeable individuals
from both inside and outside the company, will convene, and
the product must pass their review before going to market.
Safety is also followed-up after the product is delivered.
Strengthening Approaches to Product Safety
Information
Regulations concerning product safety information are being
strengthened in Japan, including revisions to the Industrial
Safety and Health Law to enact more rigorous labeling and
documentation, and a November 2006 revision to the
Consumer Product Safety Law to require product accident
reporting. In response to these changes, we are working to
build and improve systems for dealing quickly and appropri-
Acquiring Quality Certification
As part of our quality assurance program, each production
plant has acquired quality assurance certification to the ISO
9001 standard. In the same manner, our subsidiaries and
affiliates in Japan and overseas have also obtained ISO9001
certification.
Because Toray Group manufactures a diverse range of
products, various quality certifications are required to meet
the respective characteristics of the individual products. For
example, for the manufacture and sale of pharmaceuticals
and medical products, GMP*1 or the ISO13485*2 certifications are acquired, while ISO/TS16949* 3 certification is
required for automotive applications. For reinforced carbon
fiber composite products for use in aircraft, plants must
gain JIS Q9100*4 certification. These are just a few examples
of Toray’s active pursuit of the appropriate certification for
each office or plant.
*1 GMP: Good Manufacturing Practices for pharmaceutical production and
quality control
*2 Quality management system standard for medical devices
*3 Quality management system standard for automotive applications
*4 Quality management system standard for aerospace applications
36-37
5
CSR Guidelines
CSR Guideline
1 2 3 4 5 6 7 8 9 10
Risk Management Performance
Perform Risk Management
Risk Management System (in Normal Times)
1. Toray will promote systematic risk reduction activities at each division, department, office and plant, review current conditions, and propose future issues and
policies through the Risk Management Committee.
2. In preparation for major earthquakes, a Business Continuity Plan (BCP) focusing
on head office functions, information systems, and an early resumption of production will be developed.
1. Each division, department, office and plant addressed a number of important
risks and pursued systematic activities under the on-site lines initiative.
2. BCP for a major earthquake was developed, including an emergency response
plan for the head office, information systems, and earthquake-resistant countermeasures for major production-related facilities.
Norihiko Saitou
Senior Vice President
Responsible for supervision of the
General Administration & Legal
Division, Investor Relations
Department, Corporate
Communications Department, and
Advertising Department
Commitment
Risk management is at the very heart of business management. Because it is impossible to control every risk, it is essential to identify potential risks and minimize their effects before an incident occurs. We are committed to strengthening our risk management activities in the future in
order to ensure Toray Group’s sustainable development.
CSR Committee
Risk Management System (in Emergencies)
(Emergency Quick Response System)
President
Instructions regarding
activities
Report on activity status
Risk Management Committee
Inquiry for management
systems and activity status
Company-wide policy
implementation
Report on management
systems and activity status
Risk Management Committee conducted by each division,
department, office and plant
Asks President to establish
emergency headquarters
CSR Committee Officials responsible
when emergency
or
occurs
Risk Management
(Heads
of divisions/
Committee
departments)
Company-wide
Emergency
Headquarters
Emergency
press releases
Chief
Sub chief
Staff
Secretariats
First Report
Reports from the division
where emergency occurred
Media Reports
On-site Emergency
Headquarters
Emergency headquarters Supporting
plants
of each company/country
Chief
Sub chief
Staff
Secretariats
Notification to related in-house divisions*1
*1 Notification will be conducted according to the Emergency Reporting Route
for Significant Disasters, Environmental Accidents, and Other Crisis Outbreaks.
Promoting Risk Reduction Activities
Developing and Promoting a Major Activities Plan
Toray is actively working to reduce risk in business-as-usual
conditions as well as to prevent future crises. At the same
time, we are also preparing a crisis management framework
by adopting Crisis Management Regulations to enable us to
deal with crises that could have a dramatic impact on the continuation of management and business activities.
Each division, department, office and plant has established
its own major activities plan, and developed its own risk
management activities. The following outlines some of the
main activities undertaken in FY 2006:
Developing a Risk Management System
1. Violation of corporate ethics
Divisions,
and legal compliance
departments
2. Information leak
Offices,
plants
1. Earthquake countermeasure
2. Fire and explosion
Risk
Divisions, departments
Offices, plants
Toray’s risk management system is illustrated in the figure
on page 39, and is divided between risks encountered in
normal times and emergencies.
In normal times, the Risk Management Committee pursues company-wide risk management by following up on
the risk management conditions resulting from the activities of the Risk Management Committees in each of Toray’s
divisions, departments, offices and plants and reports its
findings to the CSR Committee. The Committee also handles
the company-wide risk management policy, including the
planning and execution of personnel education and training.
When an actual accident or environmental crisis occurs,
information is transmitted along the emergency report
route and the Crisis Management Regulations go into
effect, causing emergency headquarters to be established
both on-site and at the company level. The On-site
Emergency Headquarters coordinates with the Companywide Emergency Headquarters to deal with the incident
while bringing in support from other plants and divisions in
the area. The Company-wide Emergency Headquarters
makes and implements decisions from a company-wide perspective, for example dealing with government agencies
and providing emergency information to individuals and
organizations both inside and outside the company.
Major Activity Plan
3. Export control
4. Product safety, etc.
3. Environmental accident
4. Response to suspicious
persons, etc.
Activity condition
Violation of corporate
ethics, and legal
compliance
Executed education and study meeting
related to laws and regulations
Information leak
Implemented regular inspection of
information security management
Executed education and study meeting
related to export control
Export control
Product safety
Implemented product safety review
Earthquake
Reevaluated earthquake protection
standards and executed earthquake
emergency training. Implemented
earthquake-proofing of important buildings
Fire and explosion
Undertook voluntary inspections based
on an independent checklist of fire and
explosion risks
standards and undertook
Environmental accident Established
training under abnormal drainage.
Response to
suspicious persons
Strengthened control of entry and exit,
reviewed and reinforced crime
prevention systems
Promoting the Business Continuity
Plan (BCP)
Toray works to maintain a BCP for restoring operations more
quickly and more comprehensively in the event of a stoppage
due to a large-scale natural disaster or similar event.
Specifically, we approach the task of formulating the BCP by
assuming the occurrence of a major earthquake and examining operations from the standpoints of (1) Head Office functions (2) information systems, and (3) early resumption of production.
As part of an effort to enhance existing production facilities in order to protect human life and minimize any impact
outside the company, since 2002 we have been working to
strengthen resistance to an earthquake measuring intensity
Lower 6 through a series of countermeasures designed to prevent major damage and collapse. We have also worked where
possible to strengthen utility and other buildings that are
deemed to play an important role in the BCP so that they can
withstand an earthquake measuring an intensity of Upper 6.
New projects such as manufacturing facilities for important
products have been designed to withstand an earthquake
measuring an intensity of Upper 6.
Earthquake proofing has also been undertaken in the
Shiga Information Systems Center.
To ensure that the company’s head office can continue to
function in case of a disaster, a plan has been made for the
establishment of an emergency office in Tokyo, including
identification of emergency task force personnel and individuals subject to emergency mobilization. In preparation
for temporary shutdown of Tokyo head office, we have
started compiling a manual for temporary transferring of
head quarter function to Osaka head office and other plants.
The Following Head Office BCP Has
Been Executed:
1. Emergency response plan for major earthquakes
An emergency response plan for Tokyo head office has been created and
was explained at a meeting of the emergency task force personnel in
December 2006. Seventy people were selected for the emergency
mobilization team (those who will go to work immediately after securing
their own safety and that of their family).
2. Preparation of manuals describing important business
operations and their continuation
Manuals describing important business operations and their continuation
by different personnel in the event of an accident or disaster have been
created by the divisions in question, and the content of both has been
reviewed by outside specialists.
3. Safety confirmation system
A decision was made in early 2007 to test a system for using text
messaging on mobile phones to verify employee safety at worksites in the
Tokyo area.
Initiatives to Protect Personal
Information
Toray put in place a system for protecting personal information
by introducing a set of Personal Information Management
Regulations in March 2005, predating the enactment of
Japan’s Personal Information Protection law in April of the
same year.
To better assess the individual information in our possession,
we created a Personal Information Management Database on
the company intranet and registered all personal information
retained by the company departments. The database is subject
to regular inspections.
Related article
For more on environmental risk management, please see page 35
38-39
6
CSR Guidelines
CSR Guideline
1 2 3 4 5 6 7 8 9 10
Promote Dialogue with Stakeholders
Toray Group will review its corporate behavior and implement reforms through the
practice of CSR line activities by promoting dialogue and cooperation with respective stakeholders.
Norihiko Saitou
Responsible for supervision of
the General Administration &
Legal Division, Investor Relations
Communications Department,
and Advertising Department
1. The development of CSR line activities has strengthened communication activities
with stakeholders at the workplace level.
2. To commemorate the 80th anniversary of the company’s foundation, the Toray
Advanced Materials Exhibition and Toray Advanced Materials Symposium were
held in September 2006 to facilitate communication with various stakeholders.
Commitment
Two-way communications with our stakeholders is seen as the basis for our business development. By providing information and listening to the voices of stakeholders—customers,
employees, shareholders and local communities—our goal is to think first about responding to these voices and make them the basis for management activities.
Stakeholder Communications
Through CSR Line Activities
Events Commemorating
the Company’s 80th Anniversary
One of the defining characteristics of Toray Group is our pursuit of CSR line activities, an important and unique program
at the workplace level that involves all employees. CSR activities are promoted through stakeholder communications, as
each workplace identifies its own stakeholders and determines its own issues.
Each workplace in Toray Group specifies its own personal
stakeholders, determines the subjects to meet the expectations of this group, and actively works to find a solution to
those seen as most important. The sum of these individual
workplace CSR line activities is stakeholder communications in
Toray Group, and dialogue with stakeholders is a critical
requirement in pursuing CSR activities that are characterized
by full participation.
In September 2006, the company held the TORAY Advanced
Materials Exhibition and TORAY Advanced Materials
Symposium at the Tokyo International Forum in Tokyo’s
Customers
Shareholders and
Investors
Business
Partners
Yurakucho district as part of the commemoration of the 80th
anniversary of its establishment. These events were conceived
to provide a better understanding of TORAY Group and its
future directions for our stakeholders represented by customers, representatives of the media, analysts, and Toray
Group employees and their families.
Space at the TORAY Advanced Materials Exhibition was
divided into 10 different themed zones, with displays and
videos presenting the past, present and future of the Group.
The more than 9,000 people who visited the Exhibition over
two days gained a better understanding of Toray as an
advanced materials company. Meanwhile, the TORAY
Advanced Materials Symposium featured internationally
renowned instructors in an event that was highly praised by
the some 1,400 people attending.
Dr. Ryoji Noyori, President of the
Institute of Physical and Chemical
Research (RIKEN), speaks at the TORAY
Advanced Materials Symposium
Toray President Sadayuki Sakakibara
greets visitors at the TORAY Advanced
Materials Symposium
Full-size mockup, Boeing 787 aircraft (TORAY Advanced
Materials Exhibition)
Demonstration with full-sized car built using Toray
materials (TORAY Advanced Materials Exhibition)
The following chart summarizes dialogue and collaboration between stakeholders
and Toray Group. See the indicated page numbers for more specific examples.
Employees
Government
Local
Communities
NPOs
Citizens
International
Community
Media
Basic Stance
Create trust by
listening to the
voices of customers,
through making
products and
providing services.
Provide accurate
business information
to ensure smooth
communication.
Observe laws and
regulations and
consider impacts on
the environment, and
also open the doors
to fair trade.
In response to the
diversity of
employment, create
workplaces that are
easy to work in.
Cooperate with
each other, and work
to maintain a sound
relationship.
Promote interaction
with people living
near our plants, to
explain our business
practices and
environmental
activities.
Promote ties-up with
people in NPOs
to advance mutual
cooperation.
Share common
perceptions with
people who are our
indirect customers,
by taking their
wishes into account.
Actively expand our
wave of global
activities to create a
better society.
Play a part in forming
public opinion,
through public
accountability and
transparent
management.
Communication
Tools
• Website
• Press releases
• Product pamphlets
• Product descriptions
• MSDS
• Advertising
• Website
• Financial Results
• Financial Report
• Business Report
• Annual Report
• Website
• Corporate Profile
• Website
• TorayNavi intranet
• Company magazine
People
• Website
• CSR Report
• Site Reports
• Website
• CSR Report
• Site Reports
• Website
• CSR Report
• Website
• Advertising
• CSR Report
• Press releases
• Website
• CSR Report
• Press releases
• Website
• CSR Report
Communication
Opportunities
• Marketing and
sales activities
• Consumer service
representatives
• Stockholder meetings
• Investor briefings
• IR activities
• Purchasing activities
• Surveys
• Briefings
• Results briefings
• Labor-management
consultation on
corporate
management
• Plant tours
• Producing and
releasing various
reports
• Support NPO
activities
• Exhibitions, events
• Inquiries page on
the website
• International
conferences
• Toray Science
Foundation
(Japan, ASEAN)
• Press conferences
• Press Interviews
• Surveys
p.37
p.42
p.33、p.52-53
p.21、p.42
p.35
• Plant tours
• Meetings to exchange
opinions with local
community associations
• Volleyball clinic by
Toray Arrows
p.43
p.43
p.40-41
p.55
p.43
• Regular reporting
and study of
shareholders and
investors opinions
at board meetings
• Joint operations and
development
• Green procurement
and CSR
procurement
• Conclude individual
agreements
• Conclude individual
agreements
• Promote volunteer
activities
• Participate in NPO
activities
• Develop products
with the end-users
in mind
• Support academic
and cultural
activities
• Develop products
that contribute to
society and the
environment
• Support academic
and cultural activities
p.42
p.52-53
• Improve working
conditions
• Improving the
workplace
environment
• Systems
maintenance
p.16-17
p.55
p.43
p.54-55
p.15
Basic Policies to Promote Dialogue
with Stakeholders
(adopted September 2005)
1. Toray Group will promote dialogue and collaboration
with all stakeholders, including customers,
shareholders & investors, business partners,
employees, government, local communities, NPOs,
citizens, international community and the media.
2. Each company in Toray Group, through dialogue and
collaboration with stakeholders, will take steps to
enact reforms designed to increase the satisfaction
level of everyone.
3. All Toray Group employees, in their respective
workplaces, shall create an environment conducive to
CSR activities, and, in order to increase the satisfaction
level of stakeholders, specific issues shall be
determined, and steps taken to provide solutions.
Reflect Dialogue / • Joint product
development
Promote
• Creating products
Collaboration
and services that
reflect customers’
voices
p. 13, 45-47
40-41
CSR Guidelines
Communications with Stockholders
and Investors
Easy-to-Attend General Stockholders Meetings
To make its General Stockholders Meetings easier for
investors to attend, Toray avoids scheduling them on dates
when other companies’ typically hold similar meetings. We
also send out invitations as far in advance as possible to give
stockholders adequate time to consider the meeting’s proposals. In FY 2006, we sent out invitations four weeks prior to
the date of the meeting.
On the day that business results are released, the president
holds briefings to provide institutional investors and security
analysts with an opportunity to hear opinions about the
management directly from investors and securities analysts.
To enhance direct communication with individual
investors, the chief IR officer and department staff attend
briefings sponsored by the Nagoya and Fukuoka stock
exchanges.
Internet-based Information for Stockholders
and Investors
To promote information disclosure to stockholders and
investors, Toray maintains an IR section on its website. This
provides information such as notification of business results
and other announcements to the securities exchange and the
media, as well as materials from briefings, all with the immediacy of the web. These materials are also quickly translated into
English and provided on the website. In February 2007, an
additional section designed for individual investors was created, providing full information disclosure that is easy to
understand.
Major IR Activities in 2006
Business Results
Announcements
Attendees from Toray
President, Financial
Accountant Director,
investor relations
Directors in Charge of
Briefings on Business Manufacturing Division,
Strategies for
General Managers of
Institutional Investors Divisions & Departments
The opinions of stockholders and investors received through
the Investor Relations Department are regularly reported to
the Board of Directors, and also regularly discussed with the
companywide Communications Committee, and reflected in
the company’s management activities.
Communication with Employees
Presentation on “Innovation and Creativity at
My Section”
Explanatory Meetings for Investors
Activity
Reflecting the Voice of Stockholders and Investors
in Management and Business Activities
Number of
meetings
Approximate
number of
participants
4
819
1
36
Briefings for
Individual Investors
investor relations
2
321
Interview Handling
for Investors and
Analysts
investor relations,
Investor Relations
Department staff
Always
available
683
To enable the entire Group to work together in implementing the IT-2010 Mid-term Business Strategies, labor and
management co-sponsored a kickoff event entitled
“Innovation and Creativity at My Section” in November
2006. Some 300 people, including the president, executives,
Toray Labor Union chairman, union leadership, and other
employees, attended the event and watched presentations
describing 12 activities
selected from 570 entries
submitted by workplaces
throughout the company.
Talks by Toray’s president
and the chairperson of the
Toray Labor Union preceded the presentations
and were broadcast live
through Toray’s internal
network to all offices and
At the presentations (November 2006)
plants.
Communications with Local
Communities
Interaction with Local Communities Through
Sports and Events
Sports were the vehicle for a wide range of interaction with
local communities, such as volleyball training sessions with
the TORAY ARROWS, and employees coaching judo and
kendo at sports grounds and gyms around the country. As
an example, the Okazaki Plant has held kendo training sessions since 1978; in FY 2006 the local primary and secondary
school teams took part and scored highly in the national
kendo competitions.
Visitors were also welcomed to the Shiga Plant and the
Toray Human Resources Development Center in Mishima. In
FY 2006 nearly 1,700 visitors in 240 groups visited the Shiga
Plant, and nearly 500 visitors in 40 groups visited the Toray
Human Resources Development Center. Toray proactively
seeks communication with local communities such as invitations to the summer festivals held at each plant.
1 2 3 4 5 6 7 8 9 10
Communications with NPOs
In 2006, Toray was again a supporter of the Community
Care Aid Program, sponsored by the Community Care Aid
Center. This support is gradually beginning to generate
results, and we are committed to continuing to actively foster communication with NPOs through the Center, which
works to support NPOs seeking to bring about a society in
which everyone can live in comfort and safety (social welfare in a broad sense).
Communications with the Media
The Corporate Communications Department serves as the
interface between the company and various media organizations, providing them with press and publicity information. As well as fulfilling the company’s responsibility for
information disclosure, its activities are intended to proactively shape public opinion. Information disclosure means
the active transmission of information, even that which
might be sensitive or negative, based on Toray’s
Information Disclosure Principles.
For more on Toray’s Information Disclosure Principles,
please see our website.
Major Media Activities in 2006
Press conferences
191
Press interviews given
458
Surveys conducted
400
Results Briefings for Employees
Following the announcement of annual and semi-annual business results, the president and other executives travel to each
office and plant to present Results Briefings that are also
attended by employees of subsidiaries and affiliates. The
briefings include explanations of financial results and provide an opportunity for attendees to exchange opinions
among themselves and with management.
During FY 2006, we
held Results Briefings at
15 locations. The events
facilitated energetic communication, including
questions about initiatives for pursuing IT-2010
projects and steps for
increasing profitability in
the face of high prices of
raw materials and fuels.
Special volleyball clinic by the TORAY ARROWS at the Numazu School for
Children with Disabilities, Shizuoka Prefecture (July 2006)
Providing Information to
Stakeholders
Providing Information Through the Website and
Publications
Kendo training session
at the Okazaki Plant
(July 2006)
Business results briefing, Tokyo
(November 2006)
Summer Festival at the Okazaki Plant
(August 2006)
Toray provides a wide range of information — corporate,
research and technology development, stockholders and
investors, and CSR activity information — through our
website, as well as with printed corporate profiles, CSR
reports and other materials. To improve access for those
visiting the website and provide quicker navigation for
individuals looking for specific content, the Japanese website was updated in April 2007 and re-launched as two sites:
http://www.toray.co.jp for corporate information, and
http://www.toray.jp for product and service information. The
Global site will also be revised in FY 2007.
Employees of the Ishikawa Plant join in
the 25th Jonkara Dance Contest
(August 2006)
42-43
7
CSR Guidelines
CSR Guideline
Step Up Environmental and Recycling Efforts
1 2 3 4 5 6 7 8 9 10
Promoting the “Ecodream” Project
Toray Group will promote environmentally friendly products making clear the
benefits of improvements in the global environment. We will also establish the
role and future vision for recycling.
1. The Group expanded applications for polylactic acid (PLA), a material that
reduces CO2 emissions and derived from plants.
2. The Group expanded case studies of recycling programs that are closely linked
to customers, for example air conditioner fans.
Commitment
In the 21st century,it is important for corporate initiatives designed to help bring about a
sustainable, recycling-based society. As a group of materials manufacturers founded on
technology, Toray Group is committed to actively improving the global environment by
promoting research and development into environmentally friendly products (including
recycled products) and expanding our businesses in the fields of environment, water, and
energy, which have been identified as key areas in the IT-2010 Mid-term Business
Strategies.
Chiaki Tanaka
General Manager, Technology Center
Since the establishment of the Global Environment Research
Laboratories in 1991, we have utilized all of the Group’s
resources and capabilities to reduce the environmental impact
of our operations. These include resource and energy conservation, environmental clean-up, and recycling, and we have
provided products and technologies designed to take advantage of the results of this research to society. “Ecodream” is
the general name for our environmental conservation activities, and we are focusing Toray Group’s resources and capabilities on enhancing and advancing associated initiatives.
We have adopted the name “Ecodream” Project to describe
initiatives aimed at expanding our businesses by providing
environmentally friendly products, including recycled products,
and are seeking to double FY 2005 net sales of Toray Group’s
environmentally friendly products by FY 2010.
Expanding Toray Businesses
Through the “Ecodream” Project
Net sales
(hundred million yen)
3,500
3,000
Pursuing Environmental Design to
Create Environmentally Friendly
Products
Toray Group pursues environmental design in order to
develop environmentally friendly products. We incorporate
the Life Cycle Assessment (LCA) approach into the product
design, research and development, and production, as
shown in the figure below.
Before commercializing new products, divisions are
required to create an Environmental Assessment Checklist
as part of the Product Safety Review. Environmental data as
well as product safety data are subject to review and verification before products are commercialized.
Environmental and Recycling
Initiatives
In line with our vision of making a global contribution in
conserving resources and protecting the environment to
develop a sustainable, recycling-based society, we are working to reduce the environmental impact of Toray Group
products. We are developing environmental products as
well as recycled products and technologies with a reduced
environmental load based on the concepts of “Clean” and
“Less Energy.”
Structures for Promoting Environmental Recycling
Global Environment Committee
Company-wide
committees
Toray Environmental Product Design Process
R&D
Production
• Set strategic objectives
Technology
• Set environmental
quality standards
Center
• Gather information
• LCA design
• Environmental
education system
• Green procurement
Evaluation
3Rs
Reduce
Reuse
Recycle
Customer
2,000
1,500
1,000
500
0
2004
2005
2006
Business
development
Recycling Committee
Fibers & Textiles Division
Fibers & Textiles Recycling Dept.
Resins & Chemicals Division
Resins & Ecology & Recycling Dept.
Films Division
Torayca & Advanced Composites Division
Electronics & Information Related
Products Division
Water Treatment & Environment Division
Technology-related departments
of Divisions and Departments
Research and
technology
development
• LCA evaluation
and feedback
Technology Center
Technology-related departments in
the Manufacturing Division
Research & Development Division
Subsidiary and
affiliate
development
International Division
Affiliated Companies Division
Secretariat
Environment &
Safety Dept.
Corporate Marketing
Planning Dept
2007
2010
(Planned)
(Planned)
Related article
See pages 56 and 57 for a list of Toray Group’s environmentally
friendly products.
International Planning Dept.
Affiliated Companies
Administration Dept.
Toray is working to develop and commercialize non-petro
chemical products in response to increasing interest in these
materials from the standpoint of preventing global warming
and dealing with resource depletion. Of these substances, PLA
is manufactured using plant-origin materials such as corn and is a carbon neutral
material that does not increase CO2 levels,
even when incinerated. We are developing PLA fibers, textiles, and plastic
Blanket made with
products under the Ecodear* brand.
Ecodear fiber filling
In FY 2006, Hitachi, Ltd., selected Ecodear* plastic for use in
manufacturing a desktop mobile phone cradle. Nano-alloy
technology, which is capable of dispersing small amount of
high-performance polymers throughout a PLA substrate at the
nanometer level, dramatically improves PLA’s heat resistance,
impact resistance, and formability,
enabling its use in a variety of electric and electronics products.
Tomy Company, Ltd., chose PLA
for its “Nohohon Family” toy
because it is an environmentally
friendly material capable of offering the safety required of a toy,
along with the same strength as the
petroleum-based ABS resin conventionally used.
Takara Tomy’s “Nohohon Family”
Products
Reduction of CO2 gas
PLA fibers, plastics and films, 3GT fibers & textiles,
bamboo composite fibers, cellulose fibers, soy bean
protein fibers, flexible heat-resistant films
Energy reduction
Carbon fiber composite materials for transport,
machinery, engineering plastics, components for wind
turbine generators, components for fuel cells, films for
solar cells, capacitor films for hybrid cars
Water purification
(water treatment)
RO, NF, UF, MF, and MBR membranes, water treatment
system businesses, Torayvino*
Air purification
Heat-resistant bag filters (PPS, PTFE fibers), air filters
Technology Center
Planning Dept
Research & Development
Planning Dept
Development of Non-petro Chemical Products
made from Ecodear*
Expected effects
Technology Center
Planning Dept
Corporate Marketing
Planning Dept
Toray is working to develop and commercialize products
and technologies based on the concepts of “Clean” and
“Less Energy” with goals such as CO 2 reduction, energy
reduction, water purification, air purification, reductions in
hazardous substances, and recycling.
Ecodear* is the registered trademark for
Toray’s PLA materials.
Company-wide secretariat:
Corporate Planning Dept.
Related article
Please see pages 36 and 37 for more information about the Product
Safety Review.
Planning
2,500
Others
Recycling
Reduction of hazardous substances
Air purification
Water purification
Reduction of CO2 emissions
and energy use
Initiatives to Design Environmentally
Friendly Products
Environmental Impact of Manufacturing
“Nohohon Family”
Where conventional manufacturing has
an impact of 100:
Conventional
CO2 emissions
Fossil resource
consumption
Ecodear*
100
85
100
Conventional
Ecodear*
87
Reduction of hazardous Non-halogen fire retardants (fibers & textiles, plastics,
films), waterless CTP plates, non-halogen circuit
substances
materials, heavy-metal-free color filters
Recycling
PET, Nylon-6, PBT, ABS, PPS, CFRP, Toraysurou*, DMSO
44-45
CSR Guidelines
Toray Saehan, Toray Group’s Korean subsidiary, began
production of PLA sheet (non-oriented film) using a newly
installed manufacturing facility with an annual production
capacity of 5,000 tons.
Toray has been successful in creating a number of nonpetro chemical products other than PLA, including Foresse*,
a new fiber manufactured
using the world’s first application of the melt spinning
technique for cellulose;
Aminos*, a fiber made from
vegetable protein; and
SOTAKE*, a textile produced
using bamboo as a raw
material. During FY 2006,
we successfully produced
textiles with Foresse*,
including super-lightweight
textiles made with hollow
A Foresse* display created by Miyake
fibers and super-soft textiles Design Studio Co., Ltd., for the TORAY
made with extra fine fibers.
Advanced Materials Symposium.
Products That Help Reduce Hazardous Substances
Toray Group technologies are also hard at work reducing the
use of hazardous substances.
For example, the world’s first
Waterless CTP Plate*1, developed and
commercialized by Toray, enables
images to be formed using a nearinfrared laser and offers exceptional
printing capabilities for a wide range of
fields. Moreover, this innovative technology reduces alkaline developer liquid
waste and volatile organic compound
(VOC) emissions by eliminating the need
for dampening water during the printing process. The product received the
Sixth (FY 2006) Green & Sustainable Waterless plate and the
Butterfly Mark
Chemistry (GSC) Award in recognition of
its contribution to lowering environmental impacts.
In addition to providing material products, we develop
highly regarded manufacturing equipment. The Toray Slit
Coater, developed and commercialized by Toray, utilizes
film manufacturing nozzle
technology to coat materials
(photo resists) using only a slit
nozzle. The system helps dramatically reduce loss of coating liquid while contributing
to energy savings.
Toray Slit Coater
*1 Computer-to-plate, a system for directly printing image data on
printing plates with lasers.
1 2 3 4 5 6 7 8 9 10
Recycling Cross-flow Fan Materials from Air Conditioners
Recycling Initiatives
Fibers & Textiles Recycling
Toray’s basic approach to recycling is known as “Less Energy
Recycling.” We strive to achieve waste-free and efficient recycling by employing a variety of technologies according to the
properties of the material being recycled.
Toray established the Fibers & Textiles Recycling Department in
the Fibers & Textiles Division to facilitate proactive recycling
initiatives. For example, we developed technologies to turn
Nylon-6 fiber in used clothes into new fiber, due to the fact
that manufacturing Nylon-6 from crude oil requires more
energy than polyester and other fibers.
During FY 2006, we signed an agreement with Patagonia
Inc. to work together on Nylon-6 materials recycling. Under
the new initiative, Toray will melt down non-standard
materials generated during the manufacture of other products, form the resulting mixture into chips, and spin them
into Nylon-6, which will then be used by Patagonia to manufacture clothing for sale. Garments made of this recycled
material can be manufactured using approximately 1/6
the energy required
to produce clothing
using virgin Nylon-6
derived from crude oil.
Moreover, CO 2 emissions generated during the manufacturing
process can be dramatically reduced to
approximately 1/5 of
the conventional pro- Joint announcement with Patagonia
duction process.
Recycling Activities Principles
(adopted in March 2004)
1. We shall design, produce, and sell products that
reduce the impact on the environment.
2. We shall purchase and use materials and products
which will help reduce impact on the environment.
3. We shall disclose information related to recycling
programs and recycled goods.
4. We shall voluntarily cooperate with customers to
recycle or otherwise appropriately dispose of our
products.
Recycling Vision
Company-wide
• Approach recycling based on the concept of
“Less Energy”
• Pursue sustainable recycling through
partnerships with customers
Fibers &
Textiles recycling
• Approach recycling based on the concepts of
“Less Energy” and “Total Recycling”
• Expand efforts through partnerships
with users
Plastic recycling
• Approach recycling based on the concept of
“Less Energy”
• Focus on profitable material recycling using
the life cycle inventory (LCI) technique
• Demonstrate a pilot recycling plant as part of
Composite materials a national project
• Lead the carbon fiber industry by establishing
recycling
recycling methods
Recovery and sorting
Used air conditioner
(indoor unit)
Cross-flow fan
Crushed
particles
Composite Materials Recycling
Since developing technology for recycling CFRP for use in reinforcing concrete in 2004, we have been working in conjunction
with other carbon fiber manufacturers on the Recycling
Committee of the Japan Carbon Fiber Manufacturers
Association to promote recycling initiatives for carbon fiber, a
material that is expected to see increased production and sales
in coming years. During FY 2006, we finalized the specifications for a carbon fiber recycling system in preparation for the
construction of a pilot carbon fiber recycling plant, and we
look forward to demonstrating the viability of carbon fiber
recycling technologies through the construction of this plant.
Where conventional manufacturing
has an impact of 100:
CFRP Recycling Process
100
Conventional: Crude oil to Nylon-6 fibers
Toray System: Fiber waste to Nylon-6 fibers
Crush
(specially designed
pulverizer)
Old
Related article
See page 13 for more information about CFRP.
Comparison of Nylon-6 Material Recycling
CO2 emissions
20
CFRP
pulverization process
Thermal decomposition Injection molding
and carbon fiber
process
recycling processes
Fossil resource consumption
100
Conventional: Crude oil to Nylon-6 fibers
Toray System: Fiber waste to Nylon-6 fibers
Recovery
Sorting
Classification
Thermal
decomposition
Milling
Pelletization
Reuse
17
Basic Approach to Recycling
The Recycling Committee, a subcommittee of the Global
Environment Committee, oversees recycling efforts in accordance with the Recycling Activities Principles adopted in 2004.
Our goal is to pursue recycling in a sustainable manner
through partnerships with customers.
In FY 2006 we established a Recycling Vision to pave the
way for dramatic increases in awareness, and we have
launched a variety of initiatives in order to implement
this vision.
Plastic Recycling
In recycling ABS, Nylon, PBT, PET, and PPS resins, Toray focuses
on material recycling, an approach that allows plastic resins to
be reused without undergoing a depolymerization process.
We collaborated with Hitachi Appliances, Inc., to develop new
technology for separating and recycling glass-fiber-reinforced
AS resins used in fans in indoor residential air conditioner
units. In addition, we shared the Wastech 2006 Awards
Committee Chairperson’s Special Award with Mitsubishi
Electric Corporation and Hyper Cycle Systems Corporation in
recognition of the success of a program that we have pursued
in partnership with Mitsubishi Electric since 2005 to recycle
cross-flow fans.
46-47
8
1 2 3 4 5 6 7 8 9 10
CSR Guidelines
CSR Guideline
Secure and Train Personnel and Promote Human Rights
Secure and Train Personnel and
Promote Human Rights
Kiyoshi Fukuchi
Vice President , Genaral Manager
Personnel and Industrial Relations
Division
We will initiate group-wide efforts in areas such as securing and training personnel, promoting human rights, diversifying employment, increasing opportunities for women,
balancing the demands of work and home, and improving the workplace environment.
For FY 2007 we will focus on responding to revisions to
the Equal Employment Opportunity Law and, given the
diversification of types of employment, on promoting
human rights for non-regular employees such as temporary
and part-time workers.
ous needs in every field. We conduct many types of training
for employees of all levels and in all areas to improve management performance, sales performance, production management skills, professional skills, and international operations. For
example, the voluntary Challenge Training Program helps
motivated employees develop their own talents while the
Overseas Junior Training Program develops human resources
suitable for employment globally.
Beginning in FY 2007, as a way to strengthen the development of sales personnel, we began implementing a human
resources training program based on consistent training
objectives for a designated “initial training period” spanning
the first three years after joining the company.
Harassment Prevention
Early Leadership Development
Toray established Sexual Harassment Prevention Guidelines in
1999. When problems arise we swiftly launch an investigation
and take firm steps both to help the victim and prevent a reoccurrence. In addition to educating our employees about sexual
harassment through training seminars at each level of our
organization, counseling services have been established and
the Speak-Up Program (complaint box) adopted at each Toray
office and plant.
We also undertake educational activities aimed at preventing “power harassment."
To cultivate future executives, courses to
promote unified management have been
held at the Toray Management School
since 1991. Here section managers learn
the knowledge and skills needed to
Leadership Training
become corporate executives.
Toray is also working to train section and unit managers in
coaching skills*1 and to improve their problem-solving skills
through logical thinking*2 concepts.
We also established the Toray School of Technology and
Business, where mid-level employees at manufacturing plants
are trained in a one-year live-in schooling environment.
2007 Human Rights
Promotion
Campaign pamphlet
(left) and posters
(center and right)
1. The Group conducted a number of human rights training programs including the 2006
Human Rights Promotion Campaign.
2. The Group strengthened measures to achieve diversity in our human resources and to
train our personnel, actively hiring both recent graduates and those with work experience.
3. The Group executed a Phase 1 Action Plan to maintain compliance with the Next
Generation Law, strengthened our support system for balancing work and home, and
held lectures and training sessions under our Advancement of Women Project.
Commitment
The most important factor for Toray Group in striving to become the world leader in advanced
materials is working to secure, develop and retain talented personnel who can flourish on
the global stage. Indeed, an emphasis on human resources is counted among our corporate guiding principles. Respecting each employee as a valuable resource, I personally commit myself to taking the lead in promoting various initiatives to create a happy, vibrant
corporate group where all employees can find meaning in their work and the corporate
culture encourages taking on new challenges.
Human Rights Promotion Efforts
Toray Group believes that respect for human rights is a
fundamental rule indispensable to the management of the
company. We therefore strive to promote and increase
awareness of human rights issues while prohibiting discrimination in any form based on factors such as race, creed,
gender, academic background, nationality, religion or physical characteristics in the areas of recruiting, hiring, positioning, compensation, education and retirement. In addition, we
respect international rules such as the United Nations
Universal Declaration of Human Rights, the ILO Treaty and
the United Nations Global Compact, prohibiting forced
labor and child labor under any circumstances, and comply
with the laws and regulations of each country and region in
which we operate.
Human Rights Promotion System
We have established a Human Rights Promotion Section within
the Industrial Relations Department, as well as Human Rights
Promotion Committees under the Corporate Ethics
Committee that function both company-wide and at the
office and plant level. In addition, we have appointed
Human Rights Promotion Officers for each workplace; some
300 such officers dedicate themselves to making the work
environment more pleasant and productive.
Implementation of Human Rights
Training Workshops
To help increase awareness and promote a correct understanding of human rights issues, we held training workshops and campaigns both at head offices and at each
office and plant. The FY 2006 campaign, which took as its
theme "Broaden the Circle of Human Rights and Workplace
Harmony at Your Workplace," focused primarily on prevention
of sexual harassment and bullying or "power harassment"
in the workplace, as well as considering human rights issues
in dealing with a diversifying workforce. In an effort to
raise each employee’s awareness of human rights issues we
held training sessions for operational and administrative
managers at each office and plant, and conducted
workshops in conjunction with workplace study groups.
Human Rights Promotion System
Corporate Ethics Committee
Chair
President
Members
Members of the Board and Chair of Toray Labor Union
Observers
Auditors
Secretariat
Company-wide Human Rights Promotion Committees
Chair
General Manager, Manufacturing Division
Deputy Chair
General Manager, Personnel & Industrial Relations Division
Members
Office and Plant General Managers
General Manager, Personnel Department, General Manager, Affiliated Companies Division
Chair of Toray Labor Union
Secretariat
Industrial Relations Department, Human Rights Promotion Section
Office and Plant-Level Human Rights Promotion Committees
Chair
Office and Plant General Managers
HR Promotion Officers
Assigned for each workplace. Labor union chapter officers also participate.
FY 2006 Human Right Training and Seminars
Held at
head offices
19 events
1,520
participants
Held at
Offices and Plants
1,409 events
28,662
participants
Outside
Seminars
57 events
135
participants
Developing Human Resources That
Can Create New Value
The development of human resources is one of Toray Group’s
most important managerial objectives. We conduct personnel
training with three objectives: the cultivation of fair-minded
members of society who have high ethical standards and a
sense of responsibility; the training of professionals with
advanced expertise, technical skills and originality; and the
cultivation of leaders with foresight and a sense of balance.
*1. Communication skills to encourage independent action in subordinates.
*2. Skills to define and solve problems in a rational, logical manner.
FY 2006 Company-Wide Training
Course Enrollment (Toray)
Training Category
Management
Technical
Sales
International
General
Total
Rational and Well-organized Training System
The Toray employee education system represents a rational,
systematic approach to human resources responding to vari-
Persons Enrolled
895
645
371
74
479
2,464
Note: Excludes divisional and plant-level training
Personnel Training Programs
Management
leaders
Leadership
Development
Management
Technical
Sales
International
Executive training
Toray Management School
Toray Group Management School
Strategic technology
training
Marketing Executive
Training
Toray Group
Executive Seminar
Section Management
Business Area leaders improvement training
Workplace leaders
Technological development Sales Leadership
leadership training
Training
Production management training Sales Skills Improvement Training Toray Group Management Seminar
Management supervisor training
Toray School of Business and Technology
Toray Group Supervisor Seminar
Divisional and plant-level training
Mid-Level engineer patent training Marketing Strategy Training
Knowledge and skills Common management
Professional shared across divisions training
Development
Knowledge and skills specific to each division
Developing
Responsible
Members of
Society
Toray Group Senior
Management Seminar
New employee training
Overseas assignment
basic training
Sales Skills Improvement Training
Various technical courses
English writing
Management skill courses
Sales Practice Courses
Language skills
improvement
training
Secondary technical training Secondary sales training
Primary technical training
General
General and specific
outside studies in Japan
or overseas
Overseas Junior Training
Program
Challenge Training
Program (open
enrollment)
IT education
Training outside the
company
Cross-industry exchange
seminars
Distance learning
Primary sales training
48-49
1 2 3 4 5 6 7 8 9 10
CSR Guidelines
A Personnel System That Prizes Employee
Motivation and Accomplishment
Toray adopts the following personnel systems to create a
dynamic organizational culture that encourages individuals
who dare to explore new possibilities to contribute to the
company.
Thanks to the consistent pursuit of these initiatives, both
the number and proportion of women ranked at the level of
unit manager or higher has continued to increase, with
5.04% of supervisory or managerial positions held by women
as of April 2007.
Initiatives to Balance Work and Family Life
Management-byobjectives system
This system establishes annual objectives for each employee.
At the end of the fiscal year, employees and their supervisors
meet to review the extent to which they were able to meet their
objectives.
Personnel
evaluation system
This system is designed to facilitate a fair evaluation of
employee contributions in terms of duties, responsibilities,
capabilities, and results.
Under this system, employees meet with their supervisors
twice yearly in a one-on-one setting. Supervisors work to
develop their subordinates’ skills and ensure that they accept
the validity of their evaluations.
Individual
meeting system
Self-assessment
system (for managers,
occupational
specialists, and
general staff)
Employees survey topics such as their own work experience
and desires concerning topics such as job transfers in an
annual process that is linked to individual personnel transfers.
Career Assessment
System
(for general staff)
Employees participate in a regular compound review
consisting of work presentations and personnel interviews.
We focus on the direction of their future growth.
Internal recruiting
system
We recruit from inside the company as appropriate in order to
ensure optimal staff assignments and support employees’
autonomous efforts to direct their own careers.
Bonus system for
employee inventions
We revised this system in April 2005 to boost awards above
past levels in an effort to accelerate the creation of exceptional
inventions.
Toray strives to enhance systems that help employees balance
work and family life in order to both lay the groundwork for a
corporate culture conducive to the advancement of women
and empower both male and female employees to choose a
variety of lifestyles.
In particular, we have exceeded legally mandated benefits
for support systems related to childcare, family-care, and
maternity protection, based on our commitment to keep systems responsive to a diverse range of employee needs and
accessible to workers. Utilization of these programs by male
employees is gradually becoming more common, and in FY
2006 three male employees took advantage of the childcare
leave program.
In keeping with our goal of encouraging employee utilization of these systems, we provide information about new programs as well as program changes and benefits in internal
company newsletters and on the company intranet.
Utilization of Childcare and
Family-care Leave Systems (Toray)
02
Number of Women in Management Positions and
Women as a Percentage of the Workforce (Toray)
200
150
100
125
2
25
3.06%
50
0
149
1
27
164
2
27
178
3
34
191
3
38
197
3
42
Department
manager
Section manager
Unit manager
4.77%
5.04%
141
150
152
05
06
07
4.48%
4.09%
Percentage of
women
3.69%
98
121
02
03
135
04
05
06
(Fiscal year)
4 (0)
2 (0)
2 (1)
4 (0)
3 (1)
Note: Number of employees beginning the leave (men)
Toray initiatives to facilitate active participation by female
employees reach back to at least 1958, when we began promoting women to management positions, making us a pioneer among Japanese companies. Our similarly deep-rooted
commitment to create a workplace responsive to the needs
of women is evidenced by our introduction of a childcare
leave program in 1974, anticipating the legislation of such
programs nearly 20 years later. In fact, a Toray subsidiary promoted a female employee to the position of president in
2003, and we launched the Advancement of Women Project
in 2004 to redouble efforts to create a corporate culture conducive to the participation of female employees.
(People)
04
Employees taking 54 (0) 79 (0) 70 (0) 80 (4) 78 (3)
childcare leave
Employees taking
family-care leave
Creating an Organizational Culture
Conducive to the Advancement of
Women
03
Related article
See pages 16 and 17 for more information about advancement
of women and work-life balance.
Initiatives Encouraging Diversity in
Employment
Toray Group works to build workplaces in which employees
from different backgrounds can coexist with one another
while making the most of their respective skills and performing their jobs in an engaged, energetic manner.
Reemployment System
As part of its efforts to encourage the participation of individuals over age 60, Toray concluded a labor-management agreement for union members in 2001 and introduced a reemployment system that is open in principle to all employees who
wish to continue working. The labor-management agreement
concerning this reemployment system was revised in
December 2005 to expand coverage to include employees in
management and occupational specialist categories.
In November 2006 we finalized plans to progressively
increase the maximum age for reemployment and concluded
a new labor-management agreement. As a result, the reemployment period will be extended to age 65 by April 2013.
Employment of Disabled Persons
Toray has fulfilled its social obligations of employing disabled
persons through achieving the legally required employment
ratio of 1.8%. Our efforts to provide a work environment in
which disabled individuals find it easy to perform their jobs
encompass “hardware” steps such as providing barrier-free
spaces as well as “software” aspects such as training at the
time of hiring and refinements in the work environment based
on suggestions and requests from disabled employees.
Employment Ratio of Disabled Persons (Toray)
（％）
1.98
2.0
1.9
1.8
1.95
1.93
1.84
1.82
1.7
1.6
1.5
03
04
Note: Figures for June of each year
05
06
07
(Year)
Mid-career Recruitment and Employment of
International Students
Toray promotes the mid-career recruitment of experienced
individuals with specialized knowledge and skills and employment of international students who have graduated from
Japanese universities and Japanese students who have
graduated from overseas universities. Our workplaces provide opportunities for these groups to make the most of
their skills and personal qualities.
Secure and Train Personnel and Promote Human Rights
Systems for Developing and Training
Local Personnel
In order to implement global
management, it is essential
that core local personnel
have a thorough understanding of Toray’s management
philosophy and guidelines.
Development and promotion
initiatives include organizing
Training overseas local personnel
training programs in Japan
for core local staff at their
respective levels and incorporating an off-site training plan into
the individually-focused long-term career development plans.
We held the first Toray Group Executive Seminar in Japan
for local executives and board members in 2004 and the second seminar was held in 2006. The Toray head office also
participated in training programs held in each country and
region to help create networks among local participants and
foster global leadership ability, including intercultural
communication skills.
FY 2006 Overseas Local Personnel Training Results
(Toray Group)
Training in Japan
Toray Group Management School
Toray Group Senior Management Seminar
Toray Group Management Seminar
Toray Group Supervisor Seminar
12
16
16
13
Local Training
(participated in
by Toray)
3rd Europe Senior Management Seminar
1st U.S. Senior Management Seminar
12
19
Development and Promotion of
Local Personnel Overseas
To promote global management, Toray Group encourages
the development of human resources at the local level,
including promotion to executive positions. This approach
grows from our identification of the localization of management personnel at overseas subsidiaries and affiliates as one
of our business strategies.
Infrastructure for Developing and Promoting
Local Personnel
Positions deemed critical for the global management of Toray
Group have been classified into four levels based on a
Group-wide common standard, and head office is working
with overseas subsidiaries and affiliates to develop and promote local staff in these positions, who are known as
“National Core Staff.”
For example, we have specified the Group-wide skill
requirements and code of conduct expected of “National Core
Staff” in the form of the Toray Global Competency Model.
Based on this we pursue career development by creating individually-focused long-term career development plans. Other
priorities include the development of the Toray Global
Database to facilitate information sharing.
Akiko Konishi
Manager, Personnel Employment Section
Personnel Division
Three years ago when I was assigned to the secretariat of the
Advancement of Women Project, I was extremely confused about how to
tackle my new job.
When I asked people in the company for their impressions about
“Advancement of Women” and what it should mean, everyone had their
own ideas. Some women even criticized us for placing too much
emphasis on women in this day and age.
However, everything came together after the General Manager of the
Personnel & Industrial Relations Division, the project leader, explained on
visits to all plants and at working team meetings that the purpose of the
initiative was to increase human resources competitiveness. By
approaching this problem from the point of view of human resources
competitiveness, it becomes clear that we must move beyond the current
situation.
There are still too few women in the corporate society, and they
continue to work under various types of pressure. I believe that reducing
this pressure, if only slightly, and helping women build solid careers is
exactly the kind of “Innovation” we need to create a truly appealing
company where men and women alike can pursue jobs they find
personally and professionally fulfilling.
(Year)
Note: Figures for April of each year
50-51
9
CSR Guidelines
CSR Guideline
1 2 3 4 5 6 7 8 9 10
Cooperate with Suppliers in their Environmental and Social Initiatives
Cooperate with Suppliers in their
Environmental and Social Initiatives
Banned Chemical Substances
Toray Group will implement an internal approval process for CSR partners based on the
results of surveys of CSR promotion efforts for procurement and purchasing. We will
also encourage suppliers that do not meet our approval standards to improve their CSR
programs.
1. The Group began registering suppliers whose CSR activities rise to Toray Group
standards as CSR Procurement Partners.
2. Procurement from CSR Procurement Partners during FY 2006 accounted for
approximately 90% of total purchases of principal raw materials.
3. The Group conducted a survey of CSR promotion efforts at suppliers.
Commitment
Kazuhiro Maruyama
It is necessary to approach a company’s social responsibility not only within the range of its own
corporate operations but also throughout the entire value chain. Consequently, we believe that
suppliers’ CSR measures, including environmental and social considerations, are important criteria in purchases of raw materials. In the Purchasing & Logistics Division, we see our mission as
promoting CSR procurement throughout Toray Group.
General Manager, Purchasing &
Logistics Division
Toray Procurement and Purchasing
Activities
Basic Purchasing Policies
1.Toray does its best to select suppliers and determine individual purchases fairly and on the basis of economic
rationality, with consideration for price, quality, ability to
provide stable supplies, technological capabilities,
reliability, and other factors.
2.In selecting suppliers, Toray opens its doors to a wide
range of companies inside and outside Japan. Toray does
not rely solely on vendors it has existing or past relationships with, or on members of its corporate group.
3.In making purchases, Toray complies with relevant laws
and regulations while taking environmental preservation
and fulfilling corporate social responsibility (CSR) issues
into account. Toray actively pursues green procurement
and purchasing as part of its environmental efforts.
4.Toray works to maintain and improve the quality of purchased products through cooperation with its suppliers.
5.Toray works to uphold its corporate social responsibilities on a company-wide basis.
partners (suppliers) to fulfill their social responsibilities in
regards to issues such as environmental preservation, legal
compliance, and respect for human rights. The CSR
Procurement Guidelines address the kind of initiatives that corporations are being called upon to pursue in areas ranging
from corporate ethics and risk management to product safety
and human rights.
Expanding Purchases from
CSR Procurement Partners
Toray believes that to achieve a sustainable society, it is
important to undertake initiatives throughout the supply
chain while building collaborative partnerships. As a concrete
step toward strengthening of the CSR supply chain for our
products, we conducted a survey to assess the status of CSR
initiatives on the part of the approximately 2,800 suppliers
from whom we regularly purchase raw materials and fuel,
components, and packaging materials. We designated suppliers whose responses met our own standards as CSR
Procurement Partners, and today we are working to increase
the proportion of our overall purchasing from these suppliers.
Implementing Green Procurement Guidelines
Basic Purchasing Policies and
CSR Procurement Guidelines
Because most of Toray’s products are used as materials for our
customers’ products, customer needs play an important part in
guiding our purchases of raw materials, fuels, packaging materials, assembly component materials, and equipment. Toray
has adopted a set of Basic Purchasing Policies in order to assure
fair transactions based on these customer needs. We have also
adopted CSR Procurement Guidelines to encourage business
See Toray’s website for more on the CSR Procurement Guidelines.
Our Green Procurement Guidelines include our own lists of
banned and controlled chemical substances and require
assessments of the environmental control status for items
we procure.
The results of a survey including controlled chemical substances conducted in December 2004 based on the Green
Procurement Guidelines were applied to the RPS purchasing
system in April 2005, and we provide customers with
Specific Chemical Substance Content Information Sheets.
47 substance groups
Chemical substances whose use is prohibited in Japan
• Type I substances under the Chemical Substances Control Law (PCBs, etc.)
• Substances whose manufacture is prohibited by the Labor Safety and Health
Law (asbestos, others) etc.
Controlled Chemical Substances
64 substance groups
1.Chemical substances whose manufacture is restricted in Japan
(requiring approval for manufacture or reporting of use)
2.Chemical substances whose applications are restricted by overseas laws
applicable to Toray products
• Type II substances under the Chemical Substances Control Law
(trichloroethylene) etc.
• Substances controlled by EU/RoHS directives (cadmium, others) etc.
Initiatives with Distribution Partners
Basic Distribution Policies
1.We shall select our transport and storage providers and
determine individual agreements impartially and based on
factors such as economic rationality with consideration given
to price, quality, supply stability, technological capabilities,
reliability, and efforts to reduce environmental impacts.
2.We shall be open in selecting our transport and storage
providers, rather than relying exclusively on companies with
which we have done business in the past or companies
affiliated with Toray Group.
3.We shall comply with relevant laws and regulations, consider
environmental preservation, and fulfill our corporate social
responsibilities in outsourcing our transport and storage
operations.
4.We shall cooperate with our transport and storage providers
in gauging and reducing the environmental impact of our
transport and storage operations.
Strengthening Cooperative Ties with Distribution
Partners
We have adopted a set of Basic Distribution Policies to
guide continuing efforts to reduce the environmental
impact of our domestic transport and storage operations. In
addition to recommending that the transport and warehousing companies that act as our distribution partners
acquire environmental management certifications such as
ISO14001, Green Management, and Eco Stage, we have put
into operation a system of joint initiatives such as a modal
shift to reduce transport-related CO2 emissions.
Basic Distribution Policies Briefing
Toray held a Basic Distribution Policies Briefing for managers and executives from distribution partners with the
goal of deepening their understanding of our Basic
Distribution Policies and current issues. The session served as
an opportunity for participants to reaffirm that Toray and
its distribution partners are pursuing environmental and
social measures from a common
perspective by providing useful
information for corporate management, including a lecture on
building internal controls by a
certified public accountant who
attended as a guest lecturer.
Basic Distribution Policies Briefing
Reducing Transport-related CO2 Emissions
Changes to the Rationalization in Energy Use Law enacted
in April 2006 require businesses (Specified Consigner) outsourcing the transport of at least 30 million tons of freight
per year to submit an energy conservation plan as well as
regular reports detailing energy use.
To comply with these changes, Toray completed and
began operating a system for gathering the requisite CO2
emissions data in FY 2006.
Toray has long undertaken a variety of initiatives to reduce
transport-related CO2 emissions with the cooperation of distribution partners, including the use of larger transport vehicles.
Going forward, we are committed to reducing CO2 emissions
as a Specified Consigner through distribution innovations such
as modal shift.
During FY 2006, we reduced CO2 emissions by approximately 800 tons by means of a modal shift away from truck
transport.
Examples of Key Initiatives to Reduce
Transport-related CO2 Emissions (FY 2006)
CO2 reduction
• Import of products via the port in vicinity of usage site
• Direct shipment of products from plants to customers
• Joint vehicle operation with customers
70%
50%
40%
International Transport Initiatives
Due to the globalization of our business, we have also been
working to reduce the environmental impact of international shipping in the face of annual increases in shipments
of products and raw materials, and the collection of packaging materials between countries. During FY 2006, these
efforts included a transition to reusable steel frames for
raw carbon fiber textiles exported from Japan to Europe
and the United States, and the
adoption of a system for utilizing Packaging
Materials
Japan
our domestic collection network
to reuse core tube and steel
frames for film products imported
from Malaysia to Japan.
We plan to build similar systems for reusing packaging mateMalaysia
Product
rials for products imported to
Japan from other Asian countries.
Initiatives for Improving Transport Quality
In conjunction with its distribution partners, Toray launched
a series of initiatives in FY 2006 to improve transport quality
so as to avoid inconveniencing customers with freight losses
or damages during product delivery. Toray employees visited
worksites operated by distribution partners and worked to
spread awareness by identifying potential problem areas in
the handling of Toray products by using highly visible diagrams. This initiative succeeded in reducing product losses
or damages during storage and transport in FY 2006 by
25% compared to the previous year.
Related article
See page 33 for more information about distribution safety initiatives.
52-53
10
CSR Guidelines
CSR Guideline
1 2 3 4 5 6 7 8 9 10
Pursue Social Initiatives
Pursue Social Initiatives
Toray Group will continue its program of autonomous social contribution activities in accordance with the Toray Group Social Initiative Policies, mainly
through donations to the Toray Science Foundation. We will also support
employee participation in volunteer activities.
1. In keeping with the Toray Group Social Initiative Policies, the Group contributed
at least 1% of its consolidated ordinary income in monetary and other gifts to
social contribution activities during FY 2006.
2. Donations to relief efforts for the Noto Peninsula earthquake that occurred on
March 25, 2007, were augmented by the volunteer efforts of employees from
the Hokuriku Branch and Ishikawa Plant.
Commitment
Responsible for supervision of the
General Administration & Legal
Division, Investor Relations
Communications Department, and
Advertising Department
Toray Group Social Contribution
Activities
Results of Social Contribution
Activities in FY 2006
Toray Group has made “For society: to establish ties and
develop mutual trust as a responsible corporate citizen” one of
the Corporate Missions included in its Management
Philosophy, and we have created a legacy of ongoing social
contribution activities through donations to Toray Science
Foundations in Japan and ASEAN countries. Based on these
efforts, we have adopted the Toray Group Social Initiative
Policies to serve as a guide and model for these activities.
These Policies describe our commitment to invest 1% of our
consolidated ordinary income in social contribution activities in
accordance with our membership in the 1% Club established
by the Japan Federation of Economic Organizations
(Keidanren) in 1990.
Toray Group’s ongoing program of social contribution activities included FY 2006 donations of about ¥1,040 million on a
consolidated basis, or approximately 1.1% of its consolidated
ordinary income. On a non-consolidated basis, Toray contributed about ¥770 million, or approximately 1.5% of its nonconsolidated ordinary income.
Principal activities included donations to the Toray Science
Foundation and Toray Science Foundations in Malaysia,
Thailand, and Indonesia; assistance for Mishima City in
Shizuoka Prefecture, to whom we provide water for irrigation,
firefighting, and a water park; co-sponsorship of the Musée
d’Orsay Exhibition; and disaster relief following earthquakes in
central Java, Indonesia, and on the Noto Peninsula, Ishikawa
Prefecture.
Toray Group Social Initiative Policies
(adopted May 2005)
1.Based on its Corporate Philosophy of “contributing to
society through the creation of new value with innovative ideas, technologies, and products,” we will contribute to sustainable development of local and international
society as a good corporate citizen while continuously
supporting employee social initiatives.
2.We will pursue unique programs dedicated to improvement of social welfare in local communities, international
exchange through traditional culture, sports promotion,
and especially the advancement of science.
3.Using company awards and other measures, we will create
a culture that encourages employees to participate in society in constructive ways like volunteer activities, all the
while performing aid activities with an eye to local needs.
4.We will examine all marketing and advertising activities
from the perspective of social contribution before finalizing them.
5.We will contribute funds amounting to about 1% of our
consolidated ordinary income to social initiatives.
(2) Toray Science and Technology Grant
Grants to young researchers engaged in basic research projects in the
fields of science and technology
Support for Cultural Events
Toray’s ongoing support for cultural activities include support for the Musée d’Orsay Exhibition held at the Kobe City
Museum and the Tokyo Metropolitan Art Museum (sponsored by Nikkei Inc.); performances of the Shanghai Quartet
in Japan; activities designed to promote international
exchange in arts and culture; performances of the Youkiza in
Japan, a theater that has been giving marionette performances for over 370 years; activities supporting the training of a
new generation to keep cultural traditions alive.
(3) Toray Science Education Prize
A prize presented to junior and senior high school teachers who have
given creative and innovative lessons in science with good results
(4) Science Lecture Meetings
As expressed in our Corporate Philosophy, the ultimate objective for our management is “contributing to society.” We believe that the selection of which businesses will form the backbone
of a company’s management is responsible for determining the significance of that company’s
existence. Toray Group is committed to developing its businesses under the concept of “safety,
health and environment” as we continue to support progress in areas such as science and technology, arts and culture, and sports.
Norihiko Saitou
Principal Toray Science Foundation Activities
(1) Toray Science and Technology Prize
An award honoring outstanding achievements in science and technology
grants, and its work continues to be highly regarded today.
Two recipients of the Toray Science and Technology Prize
have gone on to win the Nobel Prize.
4％
Toray Science Foundations were established from 1993 to
1994 in Malaysia, Thailand, and
Indonesia to support and promote research in science and
technology while working to
spread science and technology.
These organizations undertake
a variety of activities and pro- Award ceremony at the Thailand
Toray Science Foundation
grams each year.
To Nurture Future Generations
Toray conducts a variety of programs intended to help nurture
future generations.
Major Activities in FY 2006
Poster for the Musée d’Orsay
Exhibition
Japanese marionette performance at the Youkiza
Sponsoring Crown Events
Although the Toray Cup Shanghai International Marathon
(sponsored by the City of Shanghai) and the Toray Pan Pacific
Open (Toray PPO) tennis tournament (sponsored by Toray)
are conducted as part of our advertising program, the purpose of such sponsorship is to give something back to society.
The Toray PPO tennis tournament includes various activities,
including exchanges between young Japanese and Korean
tennis players and the presentation of rackets to people in
Asian countries.
• Supported the Fourth Japan Science & Engineering Challenge 2006, a science
and technology contest for high school students (sponsored by Asahi Shimbun).
• Supported Science Camp, a hands-on science and technology program for
high school students who intend to pursue careers in science (sponsored by
the Japan Science and Technology Agency).
• Supported Master Class performances by the Shanghai Quartet.
Historic sites/preservation of traditional
culture; other 5％
International exchange
Environmental
preservation 5％
Toray Science Foundations in
Three ASEAN Countries
• Supported the DCA JUNIOR Awards, in the Toray Digital Creation Awards (DCA).
Academic/research/education
Community social welfare/
disaster aid 16％
53％
• Supported the Sustainable Society Education Support Project (sponsored by
Diamond, Inc.), a program that donates the book Tales of Life: Eleven Stories
of Biodiversity to elementary, middle, and high schools throughout Japan.
• Supported Japan Tent (sponsored by the Japan Tent Steering Committee), an
event held in Ishikawa Prefecture that promotes international exchange
among students from around the world.
Art/culture/sports
17％
Toray Science Foundation
Toray established the Foundation
in 1960 to contribute to basic
research in science technology and
to the development of science
technology and culture. The
Foundation was hailed at the time
as a pioneer in private research
The 47th Toray Science and
Technology Prize Award Ceremony
High school students
conduct an experiment
at Science Camp
DCA JUNIOR 2006 Grand
Prize winning picture
Toray Cup Shanghai International
Marathon
Toray PPO tennis tournament awards
ceremony
Participating in Volunteer Relief Efforts
for the Noto Peninsula Earthquake
A total of 54 Toray employees—48 from the Ishikawa
Plant, including the general manager, and 6 from the
Hokuriku Branch, including the branch general manager—
participated in volunteer
activities sponsored by the
Ishikawa Prefecture Disaster
Relief Headquarters in the
aftermath of the earthquake
that struck the Noto Peninsula
on March 25, 2007.
Volunteers load trucks with waste
54-55
Environmentally Friendly Products and Technologies
Toray Group pursues environmental design practices in an effort to contribute to
environmental preservation by reducing the environmental load of its products.
Business
area
Product/technology
Torcon*, Toyoflon*,
Teflon*, Tefaire*
Fibers
&
Textiles
Description
*1
Environment friendly polylactic acid fiber made from corn or other plants.
SOTAKE*
Bamboo-based fiber combining the superior features of natural bamboo with Toray’s technologies.
Foresse*
Fiber made from plant-based cellulose. Also, the spinning process does not involve organic
solvents, but uses the melt spinning method.
Aminos*
Plant protein fiber made from proteins derived from soybeans.
Warmsensor*
Eco Dye process
fishing line
material
Recyclon*
*2
*3
*4
*5
G
*6
Business
area
PPS fibers and fluorofibers used to collect ash in the exhaust gas of garbage incinerators and
coal-fired boilers.
Ecodear*
UNFLA-ex*
Environmental benefits
B
C
D
E
F
A
Lumirror* ZV
Steel sheet laminating films
Food can laminating films
Films
Solar cell films
Moisture-absorbent, heat-generating, insulating material achieved through special fiber structure
processing.
Low-energy carpet fiber dyeing method that reduces the amount of water needed for dyeing and
cuts the number of processes through consistent dyeing and heat treatment.
Fishing line that largely breaks down into water and carbon dioxide to return to the natural
environment if accidentally left in the water or on the ground after use.
Transparent evaporating
film Barrialox*
Ecodear*
Biodegradable tree wrapping material that returns to the natural environment over time.
Torayca* prepreg
Recycled fiber made from used PET (polyethylene terephthalate) bottles and other materials.
Nylon-6 recycling
Acrylic recycling
Means for recycling acrylic fiber scrap from spinners, knitters, and other manufacturers by
dissolving it to make new fibers.
Films for capacitors for
hybrid cars
Solar control films
Non-halogen fire resistant polyester material using phosphorous flame retardants.
Means for manufacturing new nylon-6 by depolymerizing spent nylon-6 products into their constituent
monomers and then repolymerizing.
Product/technology
Carbon
Fiber
Composite
Materials
A
Description
*1
Environmental benefits
B
C
D
E
F
*2
*3
*4
*5
G
*6
Non-halogen fire-resistant PET film that does not generate harmful bromine compounds during
incineration or disposal.
Polyester films for laminating steel sheets as a replacement for PVC in unit bathrooms.
Polyester films ideal for laminating cans as a replacement for chemical coatings or plating.
Ultra-thin polypropylene film that remains stable under the very high voltages needed to improve hybrid
car efficiency.
Polyester film ideal for use as the backing for solar cells.
Polyester film that helps reduce energy consumption in air conditioners and heaters by reflecting heat.
Transparent gas barrier film that does not generate chlorine- or nitrogen-based gases or aluminum
residue when incinerated.
Polylactic acid film made from plant-origin materials like corn.
PAN carbon fiber used in wind power generator blades and compressed natural gas (CNG) tanks for
low-emission CNG vehicles, in addition to contributing to weight reduction for aircraft and automobiles.
Sheet-form carbon fiber used as a lightweight structural material for aircraft.
Torayca* advanced
composite materials
Fabrication materials (CFRP).
Toray carbon paper
Electrode material for fuel cells, which are expected to offer a clean source of energy.
A method for using Torayca* fabrics made from lightweight, reinforcing carbon fibers to extend the
useful lives of existing buildings and bridges.
Torayca* laminate construction A simple construction method consisting of bonding together surface-treated carbon fiber reinforced
sheets, thereby shortening construction time and improving work environments.
Torayca* fabric construction
Ecodear*
Advanced plastic based on polylactic acid made from plant-origin materials like corn.
Non-halogen fire-retardant ABS, Non-halogen fire-retardant plastics that do not generate harmful bromine compounds during
nylon, PBT resins
Positive Photoneece*
Automotive engineering plastics Plastics that can reduce weight and improve fuel economy when used in automotive parts.
Plastics
&
Chemicals
Eco Toyolac*
Recycled ABS (acrylonitrile butadiene styrene copolymer) resin.
Eco Amilan*
Recycled nylon resin.
Eco Toraycon*
Recycled PBT (polybutylene terephthalate) resin.
Eco Torelina*
Recycled PPS (polyphenylene sulfide) resin.
PBT resin ceramic
appearance grade
Thiokol LP*
Cellulose sponge
Toraymicron*
Wosep* microfiber nonwoven material
Ionex*
DMSO
IT-related
Products
Type K, Type S Toray copper-clad
polyimide laminate film
Toptical* LCD color filter
Color filter manufactured using environmentally friendly black matrix resins instead of harmful heavy metals.
Offset printing plates that do not use any dampening water, which ends up as harmful wastewater after printing.
Romembra*
PBT resin for injection molding that can serve as a substitute for thermoset plastics and ceramics
with exceptional texture and luster.
Water treatment systems
Ultrafiltration, microfiltration
membrane modules
Membrane bioreactor
(MBR) modules
Liquid polysulfide polymer that is used as a sealant material for laminated glass.
Environmentally friendly sponge that is made from wood pulp, does not generate harmful gases
when incinerated, and is biodegradable when buried in the ground.
Water
treatment
&
Environment
Ultra-fine nonwoven fabric used in air filters and masks that trap microscopic particles.
A non-woven fabric made from polypropylene microfibers that can separate the oil content of oilcontaminated wastewater and does not generate harmful gases after disposal.
Ion exchange fibers used in decontamination of water condensate in nuclear power, water quality
testing filter papers, and water purification systems.
Recyclable DMSO (Dimenthyl sulfoxide) used as a stripping agent and cleaning solution for
electronic components.
*1 Associated with reduced CO2 emissions and exhaustible resource use.
*2 Associated with reduced energy consumption or energy generation.
*3 Associated with water purification.
*4 Associated with air purification.
*5 Associated with reduction or prevention of hazardous substance emissions.
*6 Products and technologies associated with recycling.
Torayvino*
Air filters
Loop Bonding* and
Tough Binder* construction
Tekarisarari*
oil-removing cloth
Water-permeable ceramic
blocks Toraysurou*
A CO2 reduction*1
B Energy reduction*2
C Water purification*3
D Air purification*4
E Hazardous substances reduction*5
F Recycling*6
G Other
Toraycool*
Toray Slit Coater
Others
Environmental measurement
and surveying
Analysis and evaluation of
industrial materials
Environmental consulting
Television with a frame made of Ecodear*
plant-origin plastic
Clothing made with SOTAKE* and other materials
for use with the “Cool Biz” energy conservation
campaign
Clothing made with
Foresse*
Photosensitive polyimide that can be developed using an environmentally friendly alkali aqueous solution
instead of organic developing fluids.
Non-halogen copper-clad polyimide film that does not generate harmful bromine compounds during
Automotive part (manifold) made using
engineering plastics
Reverse osmosis membrane element used for the production of drinking water and ultrapure water for
the semiconductor industry.
Water purification systems that use reverse osmosis membranes to desalinate seawater and brackish water.
Ultrafiltration and microfiltration membrane modules used in the production of drinking water.
Modules for MBR systems, which allow reuse of effluent and wastewater.
Home-use water purification systems that remove residual chlorine, impurities, and common bacteria
by combining hollow membrane fibers and activated carbon.
Air conditioning and industrial process filters that trap microscopic particles using electrolyte microfiber
non-woven fabrics.
A technology that uses resin-molded fasteners and nylon-cut fibers to keep tiles on exterior walls from
falling off.
Oil-removing cloth made using microfiber technology that can be washed and reused.
Recycled ceramic material with water permeability and water-retention qualities that is ideal for
reducing the heat island effect and preventing urban flooding.
A recycled product that uses 80% tile waste material whose water-retention capabilities help mitigate
summer heat.
A coating system capable of applying films using only a slit nozzle to reduce material waste, production
waste, and power consumption.
Services including surveys of various environmental problems; analysis of extremely low concentrations
of dioxins, PCBs, endocrine disruptors, persistent organic pollutants, and perfluorooctanyl sulfonate; and report publishing.
Services including analysis of gases given off by materials, analysis of hazardous materials defined in
RoHS directives in electric and electronic equipment, and combustion testing of various materials.
Consulting services including statutory environmental assessments and surveys and analysis of other
natural and living environments.
Installed Torayvino* home-use water
purification system
Wind power generator blades made
using Torayca* carbon fiber
56-57
Chemical Substance Emissions and Transfer Data
Environmental Impact Overview
Toray
PRTR Law substance emissions and transfer data for FY 2006
Japanese Subsidiaries
and Affiliates
Overseas Subsidiaries
and Affiliates
Toray
INPUT
Substance name
30.0
196
Energy (millions of gigajoules)
Water (million of tons)
Raw materials
3.2
14.8
26.4
34.2
OUTPUT
2005
2006
YoY (%)
2005
2006
YoY (%)
2005
2006
YoY (%)
Greenhouse gases (tens of thousands of tons-CO2)
Six gases including CO2
237
230
-3.0
38.8
37.6
-3.1
124
142
14.5
PRTR Law target substances (tons)
Atmospheric emissions
Water emissions
Waste transfers
307
32
972
279
27
772
-9.1
-15.6
-20.6
259
0
1,284
270
0
1,404
4.2
0
9.3
450
1
902
428
1
837
-4.9
0
-7.2
2,991
2,308
198
2,626
2,353
175
-12.2
1.9
-11.6
42.9
82.4
15.2
18.8
49.6
11.9
-56.2
-39.8
-21.7
2,924
1,489
492
2,565
2,198
505
-12.3
47.6
2.6
177
185
4.5
11.4
12.3
7.9
19.8
20.2
2.0
1,126
924
727
36
1,271
940
748
40
12.9
1.7
2.9
11.1
71.3
34.2
18.4
1.7
72.6
32.8
17.0
1.2
1.8
-4.1
-7.6
-29.4
581
3,845
̶
̶
599
3,656
̶
̶
3.1
-4.9
̶
̶
Waste (thousands of tons)
Recycled
Incinerated and other
Direct landfill disposal
25.4
4.5
1.2
28.8
3.8
0.7
13.4
-15.6
-41.7
20.5
5.6
1.3
22.3
5.2
1.1
8.8
-7.1
-15.4
8.8
6.4
13.9
12.7
6.1
19.0
44.3
-4.7
36.7
Coal ash (thousands of tons)
Recycled
Direct landfill disposal
64.8
0.4
60.6
1.3
-6.5
225.0
̶
̶
14.5
5.1
10.6
8.1
-26.9
58.8
Air pollutants (tons)
SOx
NOx
Ash
Reference
page
p.27
p.28
p.29
Industrial wastewater (millions of tons)
Water pollutants (tons)
BOD
COD
Nitrogen
Phosphorus
p.30
p.31
Water pollutant calculations include the following companies:
BOD
Toray
All 12 plants and 1 laboratory
Japanese subsidiaries and affiliates 24 plants at 19 companies
Overseas subsidiaries and affiliates 33 plants at 24 companies
Nitrogen/phosphorus
COD*1
6 plants subject to Total Pollutant Load Control
All 12 plants and 1 research laboratory
7 plants at 7 companies plants subject to Total Pollutant Load Control 24 plants at 19 companies
*1 COD figures for Toray, Japanese subsidiaries and affiliates, and facilities in Korea are given in CODmn (using the potassium permanganate method).
COD figures for other overseas subsidiaries and affiliates are given in CODcr (using the potassium dichromate method).
GHG Emissions
A variety of environmental efficiency indicators have
been proposed recently to express the relationship
between business activities and their environmental
impact. Such indicators are considered to have the
advantage of enabling fluctuations in business activities to be excluded from evaluations of environmental preservation results.
Toray Group calculates separate environmental
efficiency indicators for principal environmental evaluation items. All indicators showed improvements for
FY 2006.
100
80
96
102
116
GHG
(Japanese subsidiaries
and affiliates)
300
0
0
04
05
06
210 214
100 100
120 116
03
264 277
100
PRTR Law
substances
VOCs
214 213
156 144
05
06
(Fiscal year)
Waste
Environmental efficiency indicator
Total waste volume
Simply disposed waste volume
300
100
0
206
191
100 100
107
147
137
103
115
120
0
(Base year)
03
04
05
0.0
0.0
0.0
0.0
82.0
0.6
0.0
0.0
0.0
0.9
6.6
1.2
0.0
3.6
0.0
0.2
50.5
0.0
0.0
1.1
0.0
4.8
37.1
0.0
0.0
158.7
0.0
0.0
0.0
0.0
0.1
0.0
0.2
5.5
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
1.7
0.0
9.0
0.2
0.1
5.4
93.5
0.1
12.2
0.0
16.1
17.7
318.0
0.2
0.1
780.6
1.7
0.1
50.2
0.2
0.4
1.9
0.0
10.4
0.4
0.0
0.0
0.0
0.6
4.3
270
0.0
0
0.0
0
12.3
1,404
06
(Fiscal year)
BOD
200
100
04
200
176 175
100 100
00
0.0
0.0
0.0
158
171
186
123
100
98
(Base year)
98
03
04
05
06
(Fiscal year)
(Base year)
Atmospheric Emissions of Chemical Substances
200
0.2
0.0
0.0
Note: Of the 46 PRTR Law substances of Japanese subsidiaries and affiliates, emissions or
transfers of the above 31 substances exceeded 50 kg.
150
214
143 151
(Base year)
300
Ethyl acrylate
2-aminoethanol
1-Allyloxy-2,3-epoxy propane
Linear alkylbenzene sulfonate and
linear alkylbenzene sulfonate salts
Ethylbenzene
Ethylene oxide
Ethylene glycol
Ethylene glycol monoethyl ether
Ethylene diamine
Epichlorohydrin
Xylene
Chloroethene
Chlorobenzene
1,1-Dichloro-1-fluoroethane (HCFC-141b)
1,3-Dichloro-2-propanol
Dichloromethane
N,N-dimethylformamide
Styrene
Decabromodiphenyl ether
Toluene
Bis (2-ethylhexyl) phthalate
Hexamethylene di-isocyanate
Poly (oxyethylene) alkyl ether
Poly (oxyethylene) octylphenyl ether
Formaldehyde
Methacrylic acid
Methyl methacrylate
3-Methylpyridine
α-Methyl styrene
Molybdenum and molybdenum
compounds
Dioxins
Total
50
0
98
(Fiscal year)
(Base year)
SOx
NOx
286
200
100
03
0.0
61.9
0.0
0.5
18.5
0.3
105.8
0.0
31.7
0.7
0.0
72.4
42.1
6.5
0.0
0.0
1.1
1.0
0.0
5.8
59.7
2.0
1.2
237.0
1.4
0.0
41.8
0.0
28.4
0.1
2.8
0.0
0.0
0.0
2.5
0.3
3.6
2.5
40.6
306.6
772
Water Quality
50
90
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0
0.6
4.8
0.0
0.0
0.0
0.0
0.0
0.2
15.0
0.0
0.0
0.0
0.0
1.0
0.0
0.3
0.0
0.0
0.0
0.0
1.8
0.0
0.0
0.0
0.0
0.2
0.0
0.2
0.0
0.0
0.0
2.2
0.0
0.8
0.0
0.0
0.0
0.2
0.0
35.0
32
Air Pollutants
150
100
0.4
53.1
8.2
0.0
0.0
0.0
0.7
5.6
0.0
13.1
0.7
3.6
4.1
0.0
36.0
0.0
0.0
0.0
2.5
2.8
22.8
27.0
0.0
0.0
0.0
1.3
1.5
0.0
0.0
0.0
0.0
0.0
72.0
0.3
0.0
4.2
0.0
0.0
18.6
3.2
279
Methyl acrylate
Acrylonitrile
Acetaldehyde
Antimony and antimony compounds
Bisphenol-A type epoxy resin
Ethylbenzene
Ethylene glycol
Ethylene glycol monoethyl ether
ε-Caprolactam
Xylene
o-Chlorotoluene
Chlorobenzene
Chloroform
Cobalt and cobalt compounds
Inorganic cyanide
1,4-Dioxane
Diuron
o-Dichlorobenzene
p-Dichlorobenzene
Dichloromethane
N,N-dimethylformamide
Styrene
Decabromodiphenyl ether
Terephthalic acid
Dimethyl terephthalate
Trichloroethylene
Toluene
Nickel
Nitrobenzene
Hydroquinone
Pyridine
m-Phenylenediamine
Bromomethane
Benzene
Boron and boron compounds
Poly (oxyethylene) alkyl ether
Poly (oxyethylene) nonylphenyl ether
Manganese and manganese compounds
Methyl methacrylate
Dioxins
Total
(Tons; dioxins: mg-TEQ)
Soil emissions/ Waste
Atmospheric Water
emissions emissions company landfill transfers
Substance name
Note: Of Toray’s 59 PRTR Law substances, emissions or transfers of the above 40 substances ex ceeded 50 kg.
Environmental
Efficiency Indicators
Japanese Subsidiaries and Affiliates
(Tons; dioxins: mg-TEQ)
Soil emissions/ Waste
Atmospheric Water
emissions emissions company landfill transfers
03
04
05
06
(Fiscal year)
Note: Data reflects totals for Toray Group (Toray, Japanese subsidiaries
and affiliates, and overseas subsidiaries and affiliates). Data for
greenhouse gases reflects the Japanese Group (Toray and
Japanese subsidiaries and affiliates).
Note: Environmental efficiency = Amount of sales / environmental
impact Amount of sales refers to total sales for manufacturing
companies included in environmental impact calculations.
Environmental efficiency indicators are expressed using a value
of 100 for the base year.
58-59
Environmental Data for 12 Toray Plants
Each of 12 Toray plants publishes an annual site report.
GHG Emissions
Shiga Plant
Seta Plant
Ehime Plant
Okazaki Plant
Mishima Plant
Yoshiyuki Yamamoto
Yuji Yoshimura
Yasunobu Nishimoto
Kousuke Katsuki
Yuji Okamura
Akira Hirai
General Manager, Shiga Plant
General Manager, Seta Plant
General Manager, Ehime Plant
General Manager, Okazaki Plant
General Manager, Mishima Plant
General Manager, Chiba Plant
5,000 tons-CO2/year
GHG Emissions
Chiba Plant
PRTR
Air
Emissions Water
Soil & landfill
Waste transfers
4 tons/year
0 tons/year
0 tons/year
117 tons/year
0 tons/year
0 tons/year
0 tons/year
0 tons/year
80 tons/year
10 tons/year
0 tons/year
219 tons/year
PRTR
Air
Emissions Water
Soil & landfill
Waste transfers
8 tons/year
0 tons/year
0 tons/year
33 tons/year
7 tons/year
0 tons/year
0 tons/year
36 tons/year
67 tons/year
0 tons/year
0 tons/year
3 tons/year
Gas
emissions
SOx
NOx
Ash
469 tons/year
103 tons/year
22 tons/year
0.6 tons/year
1.7 tons/year
0.3 tons/year
515 tons/year
771 tons/year
40 tons/year
Gas
emissions
SOx
NOx
Ash
185 tons/year
162 tons/year
59 tons/year
858 tons/year
377 tons/year
22 tons/year
3.0 tons/year
15.7 tons/year
1.2 tons/year
Water
emissions
BOD
COD
226 tons/year
n/a
0.7 tons/year
n/a
114 tons/year
160 tons/year
Water
emissions
BOD
COD
46 tons/year
58 tons/year
73 tons/year
n/a
7.3 tons/year
78 tons/year
27.6 million m3/year
0.4 million m3/year
8.0 million m3/year
37 million m3/year
4.4 million m3/year
2,725 tons/year
685 tons/ year
6 tons/year
111 tons/year
0.5 tons/ year
0 tons/year
7,056 tons/year
260 tons/ year
102 tons/year
5,156 tons/year
0 tons/ year
4 tons/year
1,383 tons/year
105 tons/ year
67 tons/year
3,548 tons/year
67 tons/ year
26 tons/year
Nylon filament yarn
Filtryzer* artificial kidney
printing plate
Torayvino* home water purifier
Tetoron* filament yarn
Dorner* (prostacyclin [PGI2] derivative)
Feron* natural interferon-ß preparation
Lumirror* polyester film
Wastewater
Recycled
Simple incineration and other
Landfill disposal
Waste
Principal manufactured products
GHG Emissions
Ecsaine* man-made suede
Toptical* color filter
Electronics & information materials
Toraylon* blended yarn
Medical products
Inoue balloon catheters and
Anthrone* P-U catheters
Tetoron* staple fiber
Toraycon* PBT resin
Romembra* reverse osmosis membrane module
Tokai Plant
Aichi Plant
Tsuchiura Plant
Gifu Plant
Mikio Sugimura
Masayuki Shinzawa
Satoru Hagiwara
Shunsuke Komichi
General Manager, Nagoya Plant
General Manager, Tokai Plant
General Manager, Aichi Plant
General Manager, Tsuchiura Plant
General Manager, Gifu Plant
General Manager, Ishikawa Plant
GHG Emissions
Ishikawa Plant
0 tons/year
0 tons/year
0 tons/year
0 tons/year
5 tons/year
0 tons/year
0 tons/year
12 tons/year
0 tons/year
0 tons/year
0 tons/year
0 tons/year
PRTR
Air
Emissions Water
Soil & landfill
Waste transfers
18.6 tons/year
25.7 tons/year
1.6 tons/year
Gas
emissions
SOx
NOx
Ash
17 tons/year
1.8 tons/year
0.3 tons/year
403 tons/year
60 tons/year
3.9 tons/year
134 tons/year
186 tons/year
10.5 tons/year
410 tons/year
414 tons/year
3.4 tons/year
n/a
Water
emissions
BOD
COD
0.5 tons/year
n/a
12 tons/year
8.8 tons/year
9.7 tons/year
n/a
2.1 million m3/year
0.3 million m3/year
9.6 million m3/year
2,507 tons/year
2,838 tons/ year
304 tons/year
4,870 tons/year
302 tons/ year
153 tons/year
234 tons/year
1 tons/ year
13 tons/year
84 tons/year
0 tons/year
0 tons/year
787 tons/year
0 tons/year
0 tons/year
164 tons/year
0 tons/year
15 tons/year
16 tons/year
2 tons/year
0 tons/year
81 tons/year
79 tons/year
18 tons/year
0 tons/year
236 tons/year
0 tons/year
0 tons/year
0 tons/year
40 tons/year
Gas
emissions
SOx
NOx
Ash
5.6 tons/year
297 tons/year
7.3 tons/year
15.4 tons/year
348 tons/year
7.7 tons/year
Water
emissions
BOD
COD
369 tons/year
222 tons/year
Toyolac* ABS resin
Satoshi Kanehara
PRTR
Recycled
Landfill disposal
Eizou Goto
Air
Emissions Water
Soil & landfill
Waste transfers
Waste
Recycled
Landfill disposal
Waste
Nagoya Plant
Wastewater
Wastewater
Amilan* nylon resin
Toraycon* PBT resin
Gypsum
Various fine chemicals
Caprolactam
Terephthalic acid
Tetoron* chips
Torelina* PPS resin
Nylon filament yarn
Raytela* plastic optical fiber
Wastewater
Waste
Recycled
Landfill disposal
Torayfan* BO polypropylene film
Ecsaine* man-made suede
Torelina* PPS film
Tetoron* filament yarn
Nylon filament yarn
Note: Plant names and general managers are current as of August 2007.
60-61
External Commendations
Environment and Social Responsibility
Toray
Awarding institution
Shizuoka Prefectural Industrial Waste
Management Association
Commendation
Recipient company, plant, or individual
Governor’s Award for Distinguished Service in
Promoting Proper Industrial Waste Disposal
Mishima Plant
Japan Industrial Safety &
Health Association
Ishikawa Prefecture Community
Welfare Council
Green Cross Award
Hideki Utsunomiya (Okazaki Plant)
Michio Niwa (Manufacturing Division)
Ishikawa Prefecture Governor’s Award
(Volunteer Organization Category)
Ishikawa Branch, Toray Labor Union
Wastech Executive Committee
Awards Committee Chairperson’s Special Award Toyolac Department, Chiba Plant
Governor’s Award for Distinguished Service in Promoting Proper
Industrial Waste Disposal
Green Cross Award
Toray’s Mishima Plant received the
Governor’s Award for Distinguished Service
in Promoting Proper Industrial Waste
Disposal in recognition of the Mishima Plant
employees’ efforts to “reduce, recycle, and
reuse waste products and promote proper
industrial waste disposal,” including ISO
14001 initiatives.
Hideki Utsunomiya of the Environmental
Security Section at Okazaki Plant and Michio
Niwa of the Manufacturing Division, both
short-term contract employees, received the
Green Cross Award at the 65th meeting of
the Japan Industrial Safety & Health
Association in recognition of their long-term
achievements in the cause of improving
industrial safety and health.
Japanese Subsidiaries and Affiliates
Commendation
Fukushima Labour Bureau Director’s
Excellence Award
Fukushima Labour Bureau,
Ministry of Health Labour and Welfare
Soda Aromatic Co., Ltd. (Koriyama Plant)
Aichi Prefecture
Shiga Prefecture Governor’s Commendation for
Businesses Demonstrating and Outstanding
Commitment to Technical Skill Testing
Aichi Prefecture Governor’s Commendation Chiryu Hotel Restaurant “Narihira”/“Matsuri”
Chiba Prefectural Police Chief
Safe Drivers Chiba 2006
Dow Corning Toray (Chiba Plant)
Kanazawa Chamber of Commerce and Industry
Fifth Kanazawa Eco Award Incentive Prize
Ichimura Sangyo (Kanazawa Head Office)
Governor of Shiga Prefecture
Awards Received by Japanese Subsidiaries and Affiliates
Toray Precision
Soda Aromatic Co., Ltd. (Koriyama Plant)
won the Fukushima Labour Bureau Director’s
Excellence Award in recognition for its
health assurance measures.
Toray Precision won the Shiga Prefecture
Governor’s Commendation for Businesses
Demonstrating and Outstanding Commitment
to Technical Skill Testing.
Ichimura Sangyo (Kanazawa Head Office)
won the Fifth Kanazawa Eco Award
Incentive Prize.
Overseas Subsidiaries and Affiliates
Commendation
Ministry of Labor and Social Welfare
Thailand Ministry of Labor and Social Welfare
Ministry of Labor and Social Welfare
Excellent Award on Safety, Occupational Heath and Work Environment
Excellent Award on Safety, Occupational Heath and Work Environment
Excellent Award on Labor Relations and Labor Welfare
Thai Toray Synthetics (BKK, AYU)
Luckytex (Thailand) (Mill-1, Mill-2, and Mill-3)
Luckytex (Thailand) (Mill-1, Mill-2, and Mill-3)
National Quality Management Convention
Toray Saehan
Hall of Fame Prize in Energy Innovation
Toray Saehan
Zero Accidents 20 times Achievement
Daehan Precision
Recycler of the Year
Toray Resin
Ministry of Commerce, Industry and Energy
Presidential Award in Production Innovation
Korea Korea Management Association
Consulting Category Received at
Korea Productivity Award
Korean Occupational Safety and Heath Agency Award
United Shelby County Chamber of Commerce
States and Solid Waste Management District
Excellent Award on Safety, Occupational Heath and
Work Environment and Excellent Award on Labor Relation and
Lobor Welfare
The government of Thailand recognized the
Mill-1, Mill-2, and Mill-3 operated by
Luckytex (Thailand) with the Excellent Award
on Safety, Occupational Heath and Work
Environment as well as the Excellent Award
on Labor Relations and Labor Welfare.
National Quality Management Presidential Award
in Production Innovation
Toray Saehan received the National
Quality Management Convention from
Korea’s Ministry of Commerce, Industry
and Energy.
Research and Technical Development
Japan Society for Composite Materials
Society of Fiber Science and Technology
Japan Institute of Invention and Innovation
Japan Institute of Invention and Innovation
Green & Sustainable Chemistry Network
Chemical Society of Japan
Information Science and
Technology Association Japan
Commendation
2006 Japan Society for Composite Materials Award
(Technical Award)
32nd Society of Fiber Science and Technology
Technical Award (2006)
Incentive Award for Invention, Chubu Region,
2006 Local Commendation for Invention
Incentive Award for Invention, Chugoku Region,
2006 Local Commendation for Invention
6th Green & Sustainable Chemistry Award (2006)
Advanced Composites Development Center and
Composite Materials Research Laboratories
12th CSJ Award for Technical Development (2006)
Distinguished Service Award for Training
and Education
New Frontiers Research Laboratories
Fibers and Textiles Research Laboratories
Chemicals Research Laboratories
Composite Materials Research Laboratories
2006 Japan Society for Composite Materials Award
(Technical Award)
6th Green & Sustainable Chemistry Award (2006)
The Advanced Composites Development
Center and Composite Materials Research
Laboratories together received the 2006
Japan Society for Composite Materials
Award (Technical Award) for work to
develop short-cycle integrated RTM molding
technology for large-scale CFRP.
The Electronic & Imaging Materials
Research Laboratories was
recognized with the 6th Green &
Sustainable Chemistry Award (2006)
for their work on development of the
environment friendly CTP waterless
plate and printing system.
Electronic & Imaging Materials Research Laboratories
Tokiko Shindo (Information & Research Department)
62-63
External Evaluation
Third Party Comments
H: Recycle resources
and reduce waste
Sustainable Management Rating
for FY 2006
Since 2003, Toray Group has participated in the evaluation conducted by the Sustainable Management Rating
Institute as a way to obtain an objective review of how
well our activities meet and how closely we respond to
society’s needs.
As in the previous fiscal year, our FY 2006 evaluation
was divided into 63 "leaves" arranged on a Sustainable
Management Tree. Leaves are grouped in threes (for
strategy, organization and performance) and arranged on
21 small branches. These small branches are further
arranged along three larger branches representing management (5), environment (8) and society (8). Each leaf is
colored according to the evaluation score for the category it represents: dark green (superior), standard green
(excellent), pale green (good), yellow (acceptable) or
brown (unacceptable).
Following our high marks from FY 2005, we also
received a strong evaluation overall for FY 2006 as a company approaching the sustainable management ideal.
Seen by category, however, there were areas both
where the evaluation improved over last year and where
it declined. Causes for areas of decline are thought to be
primarily the adoption of a strict interpretation of boundaries in evaluating global corporations.
The Toray Group is committed to working on these
areas for improvement identified by external sources as
we renew efforts to pursue CSR activities that meet the
demands of society.
H: Recycle resources
and reduce waste
Socially Responsible Investment (SRI) is an investment
approach that seeks stable profits by identifying and evaluating companies not only through traditional financial
analysis but also from the standpoint
of CSR, looking at
N: Create a corporate
cultureenvironmental
with the goal
material contribution,
their social andF: Quantify
regional
facof
a
sustainable
and energy use
community
tors, corporate governance, legal compliance,
corporate
ethics, employment practices, human rights issues and
treatment of consumers.
SRI funds select corporations for inclusion in their portfolios based on various investigations. The Toray Group
actively responds to such investigations with the goal of
having its stock incorporated into these funds. The table
to the right lists socially responsible investment funds in
Japan that include Toray in their portfolios.
In addition, Toray stock is included in stock indexes of
companies selected from a CSR perspective, including the
Morningstar Socially Responsible Index (MS-SRI), which
targets Japanese stocks, and the KLD Global Climate 100
Index, which targets global stocks.
CSR Ranking
Nikkei Business December 1, 2006
Daily
Newsweek
Japan
July 4, 2007
D: Risk management
B: Corporate
governance
K: Prevent global
warming
culture with the goal
a safe
ofP:aEnsure
sustainable
and healthy
community
environment
F: Quantify
material
H: Recycle
resources
and energy
use waste
and reduce
E: Information
disclosure and
communication
L: Reduce environmental
burden of transportation
A: Management
philosophy
S: Balance work
and private life
T: Promote CSR
procurement
O: Fulfill responsibility
to consumers
M: Prevent and
eliminate soil
and water
pollution
G: Reduce
environmental
burden of
products and
services
F: Quantify material
and energy use
culture with the goal
of a sustainable
community
U: Configure a
shared estate
with the local
community
Environment
Management
Society
Sustainable
Management Tree
Strategy
Strategy
Organization
Performance
Superior
Excellent
Good
Acceptable Unacceptable Not Applicable
No Leaf
Performance
Adoption of Toray Stock by Major Japanese SRI Funds
to consumers
Date Published
C: Compliance
P: Ensure a safe
and healthy
environment
Inclusion of Toray Stock
in Socially
burden of transportation
Responsible Investment Funds
Name of Media
P: Ensure a safe
and healthy
environment
Sustainable Management Rating Evaluation FY 2006
J: Preserve biodiversity burden of transportation
R: Ensure equal
opportunity
to consumers
I: Control chemical
substances
Q: Ensure continuous
employment
Name of Ranking
Toray Ranking
10th Corporate
Environmental
Management Survey
115th
Global Corporate Ranking
“Newsweek Global 500”
CSR + Financial Performance
“Excellent Companies 500”
201st
Name of Fund
Asahi Life SRI Social Contribution Fund
AIG/Resona Japan CSR Fund
AIG-SAIKYO Japan CSR Fund
AIG-Hirogin Japan Stocks CSR Fund
Shinkin SRI Fund
Fukoku SRI Fund
Chikyuryoku
STAM SRI Japan Open (SMA Only)
STB SRI Japan Open
STB Japan Stock SRI Fund
Sumishin DC Good Company
Daiwa Eco Fund
Daiwa SRI Fund
Nikko Eco Fund
Pension Reserve Eco Fund
Japan SRI Open
Morningstar SRI Index Open
Eco Balance
Eco Partners
Mitsubishi UFJ SRI Fund
Nickname
Operating Company
Asahi Life Asset Management Co., Ltd.
AIG Global Investment Corp.
Shinkin Asset Management Co., Ltd.
Shinkin Asset Management Co., Ltd.
Shinko Investment Trust Management Co., Ltd.
STB Asset Management Co., Ltd.
Good Company STB Asset Management Co., Ltd.
Daiwa Asset Management Co., Ltd.
Daiwa Asset Management Co., Ltd.
Nikko Asset Management Co., Ltd
Nikko Asset Management Co., Ltd
DC Eco Fund
Japan Investment Trust Management Co., Ltd.
Kizuna
Nomura Asset Management Co., Ltd.
Tsunagari
Sumitomo Mitsui Asset Management Co., Ltd.
Umi to Sora
Midori no Tsubasa Mitsubishi UFJ Asset Management Co., Ltd.
Family Friendly Mitsubishi UFJ Asset Management Co., Ltd.
Asu no Hane
Seijitsu no Mori
Suiren
Class G
Note: The information in the above list is current as of March 31, 2007 based on the most
recent prospectuses and fund-management reports published by each company over
the previous year. It does not constitute a guarantee that these funds have
subsequently continued to maintain Toray stock in their portfolios.
64-65
Global Reporting Initiative Guidelines Reference Chart
Item
Guideline
CSR Report Page
Item
1.1
Statement of the organization’s vision and strategy regarding its contribution to sustainable development.
4-5
1.2
Statement from the CEO describing key elements of the report.
4-5
Profile on reporting organization
Name of reporting organization.
3
Major products and services.
10-11, 56-57
Operational structure of the reporting organization.
6
Description of major divisions, operating companies, subsidiaries, and joint ventures.
3
Countries in which the organization’s operations are located.
3, 6
Nature of ownership (legal form).
6
Nature of markets served.
6
Scale of the reporting organization.
6
List of stakeholders.
40-41
Contact person(s) for the report.
Back cover
Reporting period for information provided.
3
Scope of the report.
3
Significant changes that have occurred since the previous report.
n/a
Basis for reporting situations that can significantly affect comparability.
n/a
Nature, effect and reasons for any re-statements.
n/a
Decisions not to apply GRI principles or protocols in the preparation of the report.
3 (Refer to GRI)
Criteria and definitions used in any accounting for economic, environmental, and social costs and benefits.
34
Significant changes since issuing previous reports in the measurement methods
n/a
applied to key economic, environmental, and social information
2.20 Policies and internal practices to enhance and provide assurance about the accuracy,
65, 66
completeness, and reliability that can be placed on the sustainability report.
Best effort to cover
guideline
items,
2.21 Policy and current practice with regard to providing independent
Third Party
assurance for the full report.
Comments section
2.22 Means by which report users can obtain additional information and reports about economic, environmental, Back cover
and social aspects of the organization’s activities, including facility-specific information.
Governance structure and management systems
3.1
Governance structure of the organization, including major committees under the board of
directors that are responsible for setting strategy and for oversight of the organization.
3.2
Percentage of the board of directors that are independent, non-executive directors.
3.4
Board-level processes for overseeing the organization’s identification and
management of economic, environmental, and social risks and opportunities.
3.6
Organizational structure and key individuals responsible for oversight,
20, 21, 22, 24 ,37
implementation, and audit of economic, environmental, social, and related policies.
39, 44, 48
2, 19, 24, 36,
Mission and values statements, internally developed codes of conduct or principles, and policies
relevant to economic, environmental, and social performance and the status of implementation.
40, 46, 52, 54
42
Mechanisms for shareholders to provide recommendations or direction to the board of directors.
3.7
3.8
3.9
3.10
3.11
3.12
3.13
Basis for identification and selection of major stakeholders.
Approaches to stakeholder consultations.
Type of information generated by stakeholder consultations.
Use of information resulting from stakeholder engagements.
20-21
20
21, 38-39
18-19, 40
40-43
40-43
40-43
Explanation of whether and how the precautionary approach or principle is
addressed by the organization.
24, 32-33,
34, 36-37
3
3.14 Externally developed, voluntary economic, environmental, and social charters, sets of principles,
or other initiatives to which the organization subscribes or which it endorses.
3
3.15 Principal memberships in industry and business associations and national and international advocacy organizations.
52-53
3.16 Policies and systems for managing upstream and downstream impacts, including
supply chain management as it pertains to outsourcing and supplier environmental
and social performance,
and product and service stewardship initiatives.
CSR Report Page
Business and CSR Activities
Environmental performance indicators
Vision and strategy
2.1
2.2
2.3
2.4
2.5
2.6
2.7
2.8
2.9
2.10
2.11
2.13
2.14
2.15
2.16
2.17
2.18
2.19
Guideline
Chronology of CSR Initiatives
52
EN3 Energy
EN4
EN5 Water
EN8 Emissions, effluents,
and waste
EN9
EN27 Biodiversity
Direct energy use
12, 26
Indirect energy use
Total water use
58
Greenhouse gas emissions.
12, 26, 58
(CO2, CH4, N2O, HFCs, PFCs, SF6)
60-61
Use and emissions of ozone-depleting substances.
（27）
Objectives, programs, and targets for protecting and restoring native (Back cover)
ecosystems and species in degraded areas.
28-29, 58, 60-61
NOx, SOx, and other significant air emissions.
EN10
31, 58, 60-61
Total amount of waste by type and treatment method.
EN11
58, 60-61
Significant discharges to water by type.
EN12
Water sources and related ecosystems/habitats significantly affected by （35）
EN32
discharges of water and runoff
n/a
Significant spills of chemicals, oils, and fuels in terms of total number and
EN13
total volume.
52
Performance of suppliers relative to environmental components of
EN33 Suppliers
programs and procedures described in response to Section 3.16.
EN14 Products & services Significant environmental impacts of principal products and services. 13, 14-15, 56-57
35
Obligations and penalties for violating environmental regulations.
EN16 Compliance
53
Significant environmental impacts of transportation used for logistical purposes.
EN34 Transport
34
Total environmental expenditures by type.
EN35 Overall
LA1 Employment
LA12
LA4 Labor and employeeemployer relations
LA6 Health and safety
Breakdown of workforce.
6
Employee benefits beyond those legally mandated.
17
Policy and procedures involving information, consultation, and negotiation
21
with employees over changes in the reporting organization’s operations.
Formal joint health and safety committees comprising management and
24
worker representatives.
Standard injury, lost day, absentee rates and number of work-related fatalities. 32
LA7
LA9 Training & Education Average hours of training per year per employee by category of employee. （49）
Description of programs to support the continued employability of
LA16
49
employees and to manage career endings.
Specific policies and programs for skills management or for
LA17
49
lifelong learning.
Description of equal opportunity policies or programs, as well as
LA10 Diversity &
16
opportunity
monitoring systems to ensure compliance and results of monitoring.
Composition of senior management and corporate governance bodies, including
LA11
50
female/male ratio and other indicators of diversity as culturally appropriate.
Description of policies, guidelines, corporate structure, and procedures to
HR1 Strategy &
48
Management
deal with all aspects of human rights relevant to operations.
Evidence of consideration of human rights impacts as part of
HR2
52
investment and procurement decisions.
Description of policies and procedures to evaluate and address human
HR3
52
rights performance within the supply chain and contractors.
Employee training on policies and practices concerning all aspects of
HR8
48
human rights relevant to operations.
HR4 Non-discrimination Description of global policy, procedures, and programs preventing all
48-49
forms of discrimination in operations.
Description of policy excluding child labor and of procedures and programs
HR6 Child labor
48
to address this issue.
Description of policy to prevent forced and compulsory labor and of
HR7 Forced labor
48
procedures and programs to address this issue.
HR9 Disciplinary practices Description of appeal practices.
23
Non-retaliation policy and effective, confidential employee grievance system. 23
HR10
14, 25, 36
Toyo Rayon Co., Ltd. founded
Toyo Rayon Health Insurance Association established
Toyo Rayon Labor Union Federation established
Monthly company magazine Toray Newsletter first published (name changed to People in April 1986)
Company creed “Toyo Rayon serves society” adopted
Pension plan established
Central Production Committee convenes (reorganized into the Labor and Management Council in 1965)
Toyo Rayon Science Foundation established (now the Toray Science Foundation)
1926
1940
1946
1953
1955
1956
1958
1960
English annual report first published
Mandatory retirement age of 60 adopted
Company name changed to Toray Industries, Inc.
1965
1966
1969
1970
1973
1974
13, 14-15, 45
n/a
3.18 Major decisions during the reporting period regarding the location of, or changes in, operations.
3.19 Programs and procedures pertaining to economic, environmental,
18, 20, 22, 24,
and social performance.
36, 38, 40, 44,
48, 52, 54
3.20 Status of certification pertaining to economic, environmental, and social management systems.
24, 37
Economic performance indicators
EC1 Customers
EC2
EC10 Public sector
Net sales
Geographic breakdown of markets.
Donations to community, civil society and other groups
SO4
SO7 Competition &
Price setting
PR1 Customer health &
Safety
Toray Welfare Society established
1980
1981
1982
Policy for procedures, management systems and compliance
PR2 Products &
Services
mechanisms related to product information and labeling.
PR3 Respect for privacy Policy, procedures, management systems, and compliance mechanisms
for consumer privacy.
6
6
54
Environment Technology Section established at all Toray plants (now the Environment & Safety Section)
Environment Management Regulations and Basic Policy for Greening adopted;
Accident prevention and safety inspections of chemical plants started (expanded to all plants in 1984)
Accident Prevention and Safety Management Regulations enacted
Chemical Substance Safety Management Guidelines enacted
Standard for the Prevention of Earthquake Disasters established
Energy Technology Department established
First Company-wide Grand Safety Meeting held
Product Safety Management Regulation enacted
1983
1984
First Energy Conservation Technology Presentation Meeting held
Environment, Accident Prevention, Safety, and Health Assessment system established at the equipment planning stage
First Monday of each month established as a company-wide Safety and Accident Prevention Day
Corporate Philosophy, “contributing to society through the creation of new value by innovative ideas, technologies, and products,” adopted
English language version of company magazine People first published
Admitted into Keidanren’s 1% Club
1986
1989
1990
Mutual inspections of safety and accident prevention start at Japanese subsidiaries and affiliates
First Grand Safety Meeting of Domestic Subsidiaries and Affiliates held
Industrial Waste Reduction Project started
1991
Global Environment Committee and Product Safety Committee established
Global Environment Research Laboratory established (now Global Environment Research Laboratories)
Started shortening scheduled working hours with the goal of 1,800 hours
1993
Safety, health, accident prevention, and environmental audits start at Toray plants
1994
Safety, Health, Accident Prevention, and Environment Conference and Product Safety Conference created
Toray Science Foundations established in Indonesia and Malaysia
Toray Science Foundation established in Thailand
for Japanese subsidiaries and affiliates
Purchase and manufacturing use of certain chlorofluorocarbons abolished
Management Philosophy (Corporate Philosophy, Corporate Missions, and Guiding Principles) adopted
1995
Involved in establishing the Ecological Life and Culture Organization
Toray Human Resources Development Center opens
Joined Japan Responsible Care Council as a founding member
Safety, health, accident prevention, and environmental audits start at overseas subsidiaries and affiliates
1996
Toray Europe Labor and Management Council established
Human Rights Promotion Committee established
Corporate Ethics Committee established
1997
1998
Safety, health, accident prevention, and environmental audits start at Japanese subsidiaries and affiliates
Safety, Health, Accident Prevention, and Environment Conference and Product Safety Conference created for
Policies to manage impacts on communities in areas affected by the
41, 43
organization’s activities and procedures and programs to address this issue.
Awards relevant to social, ethical, and environmental performance.
Description of policy, procedures, management systems, and compliance
mechanisms for preventing anti-competitive behavior.
Policy for preserving customer health and safety during use of products
and services and procedures and programs to address this issue.
Environmental Pollution Prevention Committee established (now the Safety, Health, and Environment Committee)
Occupational Safety and Health Management Regulations enacted
1976
1979
overseas subsidiaries and affiliates
1999
3.17 Reporting organization’s approach to managing indirect economic, environmental,
and social impacts resulting from its activities.
Accident Prevention Technology Section established (now the Environment & Safety Department)
Plant greening work started
Five-day workweek implemented
Child care leave of absence system established
Social performance indicators
SO1 Community
Environment and Responsible Care Activities
62-63
22-23
Environmental Report published
Second Waste Reduction Plan prepared
Toray Group Domestic Grand Safety Meeting held (first Group meeting)
2000
36-37
Three-Year Environmental Plan started, Ten Basic Environmental Rules adopted
Toray Group Environmental Management Standards established
Environmental accounting results for FY 1999 announced
36-37
39
All 12 Toray plants acquire ISO14001 certification
Reemployment system introduced
Compliance Committee established
CSR Committee established
CSR Guidelines and Action Programs adopted
■ Indicates essential items and indicators
■ Indicates optional indicators
CSR Line Activity started
CSR Operations Group established in the Corporate Planning Department
CSR Operations Department established
2001
2002
2003
2004
2005
2006
2007
Recycling Committee established
Second Three-Year Environmental Plan started
CSR Annual Report published
CSR Report published
Third Three-Year Environmental Plan started
Note: GRI (Global Reporting Initiative) Guidelines: Guidelines for sustainability reporting released by an international NGO headquartered in Amsterdam
66-67

CSR Report 2007 (Full Download)

Transcription

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